Paul Gibbons — who operates at the nexus of Science and Leadership / Philosophy and Business with a focus on leading change, changing cultures, and change leadership — champions change-agile organizations. Paul embraces the “unorthodox, challenging, and thought-provoking” to guide businesses!
We explored antifragility through Paul’s The Science of Successful Organizational Change — including how he’s interpreted the concept, translated his interpretation into practice, and the results and impacts of his efforts!
The conversation explored:
- Integration of the human sciences (human beings) and organizational change (world of change)
- The book on antifragile business has not been written yet!
- Approaching the subject of antifragility with humility
- Taleb’s great breakthrough . . . when we make systems more robust, we make them more fragile . . . when we prevent mistakes, we disable self-corrective mechanisms
- We must consider structures, processes, and cultures at the individual, team, and system/ecosystem levels
- Mindsets (fixed vs growth) are crucial for the antifragile individual
Mindfulness is crucial to enhance consciousness (fine-tuned to context) versus habitually react
- The transfer of fragility/antifragility over space and time (the law of conservation) is crucial . . . rigidity in mindset versus flexibility in mindset, arrogance and hubris foster fragility by offering less choice/options while humility fosters antifragility by offering more choice/options . . . power and freedom . . . short term and long term
- Change and “resisting change” . . . emotionally, rationally, and culturally . . . habits, choice, consciousness
- The attributes of the antifragile business leader