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<p>About the Author ix</p> <p>Gratitudes xi</p> <p>Introduction xv</p> <p><b>Part I </b><b>Default Thinking and the Kraken of Doom</b></p> <p><i>Why lead a quest?</i></p> <p>1. The Anatomy of Default Thinking 3</p> <p><i>Cognitive shortcuts & the virtues of laziness</i></p> <p>2. The Curse of Efficiency 15</p> <p><i>A Delusion of Progress & the bane of strategy</i></p> <p>3. A Rainbow of Growth and Despair 23</p> <p><i>A default growth arc & the Inevitable Kraken of Doom</i></p> <p>Summary 35</p> <p><b>Part II </b><b>A Quest Beckons</b></p> <p><i>What makes up a quest?</i></p> <p>4. An Alternative Option 41</p> <p><i>A call to adventure & the hidden benefits of doubt</i></p> <p>5. Quest-Augmented Strategy 59</p> <p><i>A framework for meaningful progress & enduring relevance</i></p> <p>6. Here be Dragons 69</p> <p><i>Dissociated metacognition & the siren call of self-sabotage</i></p> <p>Summary 79</p> <p><b>Part III </b><b>Cultivating Options</b></p> <p><i>How do we find alternative pathways?</i></p> <p>7. An Intuitive Reckoning 85</p> <p><i>A nagging hunch & the hint of strategic advantage</i></p> <p>8. Intriguing Incoherence 93</p> <p><i>Pioneering through uncertainty, complexity & paradox</i></p> <p>9. Pathways of Possibility 113</p> <p><i>A quiver of options & the anticipation of chooks</i></p> <p>Summary 119</p> <p><b>Part IV </b><b>Crafting Experiments</b></p> <p><i>How do we validate alternative pathways?</i></p> <p>10. It’s Not About Ideas 125</p> <p><i>The many virtues of a science-based approach</i></p> <p>11. Planning to Fail 141</p> <p><i>Navigating the nine layers of Fell</i></p> <p>12. Viable Alternative Options 155</p> <p><i>Packaged intelligence & a path to follow</i></p> <p>Summary 163</p> <p><b>Part V </b><b>Augmenting Strategy</b></p> <p><i>How do we lead better strategy?</i></p> <p>13. Back to the Future 169</p> <p><i>Getting strategic about strategy</i></p> <p>14. Choosing to Choose 177</p> <p><i>Mapping options & dodging cognitive bias</i></p> <p>15. Strategy for Breakfast 191</p> <p><i>The networked enterprise & a responsive hydra</i></p> <p>Summary 201</p> <p><b>Part VI </b><b>Making Progress</b></p> <p><i>How do we create meaningful progress?</i></p> <p>16. Bimodal Beginnings 207</p> <p><i>Planting seeds & growing new ways of working</i></p> <p>17. Meaningful Progress 215</p> <p><i>Finding progress amongst a sea of vagueness</i></p> <p>18. Mission Impossible 219</p> <p><i>Projects with imperative & a few caveats</i></p> <p>Summary 223</p> <p><b>Part VII </b><b>Pioneering Culture</b></p> <p><i>How do we embed pioneering leadership into work culture?</i></p> <p>19. Lost in Translation 229</p> <p><i>Finding the behaviours that make strategy happen</i></p> <p>20. Structures, Artefacts and Rituals 237</p> <p><i>Getting deliberate about the vibe</i></p> <p>21. Contextual Momentum 245</p> <p><i>A map of rituals to get you moving</i></p> <p>Summary 267</p> <p>Conclusion 269</p> <p>Index 273</p>

<p>Dr Jason Fox is a modern day wizard-rogue with enterprise lock-picking skills and a learnable knack for navigating through uncharted territory. <p>With deep expertise in motivation strategy and design, Jason unlocks and amplifies pioneering leadership within enterprise strategy and workplace culture. <p>His clients include the senior executives of <i>Fortune</i> 500 and ASX 200 companies, through to bold startups in rapid rowth. <p>Learn more at drjasonfox.com

<p><b>Unlock New Progress through</b> <b>Doubt & Uncertainty</b> <p>The future is infinitely complex and ambiguous. Real progress is made with curiosity and exploration — but enterprise leadership, strategy and culture have become <i>cursed with efficiency</i>. We're 'too busy' for progress. <p>We default to default thinking — quick fixes, easy answers and comfortingly familiar 'plans' that do little to mitigate strategic risk or generate new value. The result? The future comes, and businesses die. <p>But no longer! *cue trumpets* Here is a book for <i>pioneering</i> leaders — folks who know that enterprise strategy is far too important to condemn to 'smart goals', 'a clear vision for the future', and other such rubbish. <p>Not for the faint-of-heart or short-of-wit, you'll discover how to lead meaningful progress — <i>even if you don't know what the destination looks like</i>.

AU