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There is a blunt but effective thought experiment for anyone in a leadership role: if you see yourself as the village hero, but everyone you lead sees you as the village idiot, you have a problem.

Introduction

Living and Thriving Under AmbiguityLuke Houghton and Jennifer LoyGriffith UniversityWhen new problems arise in life and do not have clear answers c

When I was younger, I was very black and white in my thinking. Many would argue that I still am! Although I am finding the beauty in shades of grey (don’t say it!). Yet despite trying to grow my empathy and to appreciate the differences of thoughts for the constructive challenges and opportunity for growth – I still fall into the trap of comfort. I don’t always want to deal with people whose views I find offensive, idiotic, or more often than not – both. So despite being aware of the echo chamber phenomena, and its dangers, I wilfully stay with my chamber to learn and hear voices I already agree with, already support, and think very similar to myself. Is that so wrong?

For several decades, the relationship between Australia and India seemed limited to Commonwealth, cricket and curry.

Understanding the complexities of our modern information-based environment is now fundamental to the success in warfighting and navigating the fog of war. Conversely, the use of traditional information paradigms can lead to unwitting co-option of the adversaries’ plan or world view. We must consider that concepts of reality, truth, and what is right inherently does not completely align amongst different actors and groups. With this understanding, we can build resilience and anti-fragility in our decision-making and analysis.

Stick with me now—we are nearly there! For those of you still with me, welcome back.

The Background