CUCU World :: Centre for Understanding Complexity & Uncertainty

If we accept that the future is NOT following past patterns, then the first need is to start to change our perception of change as an “unexpected event”. This is the first “unlearning” that is required. The progressive direction of thinking will show us how to expect dramatic changes without necessarily expecting to forecast the time or even “the nature of event” .

What we intend to do here in cucuworld.com is to help “develop EARLY recognition skills” that identify the changes that are imminent BUT EARLIER THAN OTHERS. We need to develop skills that give us the edge and can identify:

Which facets within our area of work or socio-economic environment are starting to change so that “uncertainty is redefined by preparedness”. Our perception of forecasting has to be MOVED from being the conventional “TIME BASED to ISSUE or EVENT BASED”.
We should no longer try and define WHAT action is required against every defined event; but WHAT we must not do for any KNOWN or UNKNOWN event.
Uncertainty reduces the suitability and implement ability of ACTION based policies. Defining what NOT TO DO provides greater clarity & integrity with some durability in dynamic and uncertain markets; when compared to firm “WHAT TO DO” policies which suffer within frequent change.
The FIRST compromise within uncertainty is to resist our reflex desire to know WHEN is something likely to happen. WHAT is the most unlikely to happen must receive equal inputs? Knowing WHAT is likely to happen reduces our UNCERTAINTY . KNOWING WHEN it is going to happen requires that the COMPLEXITIES be understood. BOTH WILL BE ADDRESSED HERE OVER TIME!
We need skills that identify seemingly unconnected or unknown elements that “create complexity” and become integral components (like special interest) within old unresolved issues. These skills are required for conflict resolution. While conflict appears to be a disagreement about linear issues; it is usually triggered by many factors (some hidden) that go beyond the issue.
We live in an era of competitive abundant choice. With frequent change we cannot seek new resources for every new change! We need skills to identify WHICH inputs must be altered early so as to get better returns from EXISTING RESOURCES . Within uncertainty and complexity we cannot change our resources often and SO changing “our prioritization” becomes the KEY dynamic skill to navigate uncertainty. Such skills must become common skills and NOT merely for Ivy league B school students!!
Uncertainty and rapid change impairs our ability to stick to previously formulated plans. We will try and provide non technical and simple tools for this!

Non Linear Tools should help us “see early signs of change” so as to develop policies within uncertainty and complexity.