Summary of Nathan Furr's The Upside of Uncertainty

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The upside of uncertainty is the origin of possibility. It’s simple: every person, process, and product has passed through countless uncertainties before arriving at the current known iteration. When we focus on the possibility from the outset, calmly recognizing that uncertainty will attend every possibility, we team up with the upside of uncertainty.
#2 The Reframe tools are largely cognitive in nature, and they are about how you make sense of the world. They have a good deal of overlap with Sustain, the other tool kit on the north-south thinking axis of the first-aid cross.
#3 We are wired to fear uncertainty, and we will even lie to keep what we have if we are faced with a loss. This explains why we prefer certain gains over other similar gains.
#4 We can use the same framing effect to reframe uncertainty as a potential gain, instead of a loss, which will change how we respond to it. We must first consider ourselves as having enough courage to stand at the edge of opportunity.

Sujets

• Business
• Economics
• Employabilité, métiers et formations
• Motivational

Informations

• Publié par: Everest Media LLC
• Date de parution: 15 août 2022
• Nombre de lectures: 0
• EAN13: 9798822599154
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Nathan Furr's The Upside of Uncertainty
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5
Insights from Chapter 1

#1

The upside of uncertainty is the origin of possibility. It’s simple: every person, process, and product has passed through countless uncertainties before arriving at the current known iteration. When we focus on the possibility from the outset, calmly recognizing that uncertainty will attend every possibility, we team up with the upside of uncertainty.

#2

The Reframe tools are largely cognitive in nature, and they are about how you make sense of the world. They have a good deal of overlap with Sustain, the other tool kit on the north-south thinking axis of the first-aid cross.

#3

We are wired to fear uncertainty, and we will even lie to keep what we have if we are faced with a loss. This explains why we prefer certain gains over other similar gains.

#4

We can use the same framing effect to reframe uncertainty as a potential gain, instead of a loss, which will change how we respond to it. We must first consider ourselves as having enough courage to stand at the edge of opportunity.

#5

The uncertainty caused by the pandemic allowed them to wait it out, and eventually find a situation that worked for everyone.

#6

When we reframe uncertainty as a source of possibility, we can begin to practice it. We can do a brief review of some of our finest achievements, most important experiences, and most meaningful relationships. We must remember that we were probably uncertain about achieving these outcomes.

#7

We often try to avoid uncertainty, but we forget that we need it to feel alive and happy. Too much certainty, on the other hand, becomes boring and repetitive. We need uncertainty to keep things interesting.

#8

We must embrace uncertainty and use it to our advantage. It is the only way to access the possibilities that many of us dream about. Uncertainty possibilities are more satisfying and life changing, but they come at a cost of more uncertainty and the unknown.

#9

Reverse insurance helps us understand that we can’t thrive without uncertainty. When thinking about our individual capability, or uncertainty ability, we can imagine a thermometer that registers the current temperature of uncertainty we are living with.

#10

If you have been avoiding risk and uncertainty at all costs, your possibility quotient will be low. If you are burned out, depressed, and have given up on your dreams, it may be that you aren’t allowing enough uncertainty into your life, which is the only way to imagine and live new ways of being into reality.

#11

Frontiers are places where we feel uncomfortable, and they are available to us in every aspect of our lives. They are the boundaries between where we feel comfortable and where we don’t.

#12

Frontiers can be personal internal boundaries with equally transformative rewards. You can only do your best work when you are at the frontier, and you have to be at the frontier if you want to do something new.

#13

Frontiers can be emotionally charged, entrepreneurial, or daringly adventurous. They can also be mundane, such as signing up for a new workout session, trying a new haircut, or going to a restaurant you didn’t like.

#14

Frontiers are the boundaries between the known and the unknown. We can’t explore all of them, but we can explore the most important ones, which are those that hold the most potential for your personal growth or satisfaction.

#15

Frontiers are about expanding the boundaries of your life, but the adjacent possible is about the untapped opportunities nearby, ready to be discovered. When we pay attention to problems we face, solutions may reveal themselves.

#16

When we question our assumptions, we can discover adjacent possibles. For example, when Van Phillips enrolled in medical school, he was curious about creating a better prosthetic after losing a leg in a boating accident. His professors discouraged him, saying all the prosthetic advancements had already been made. But Phillips argued that while existing prosthetics looked like a leg, they didn’t function like one.

#17

The worst-case scenario is when we’re faced with a tempting but risky choice, and we ask ourselves what the worst-case scenario is. These choices reveal themselves when we question the status quo.

#18

Adjacent possibilities are those that are directly adjacent to each other. They require a willingness to look for them and the courage to pursue them. They build on each other, in that each step you take into the unknown reveals new doors or new possibilities.

#19

adjacent possibilities are not obvious, even when they are right in front of us. They require a creative sideways glance that starts with a hunch that something might be there. They are usually discovered by individuals who have a deep interest or need.

#20

The best part of being an expat is how it reveals the made-up quality of much of what we do and how we do it. Ask contrarians what they think about the adjacent possible. They might say it’s their middle name.

#21

There are two types of people in the world: finite players, who accept the roles life gives them, and infinite players, who play with the roles and bend the rules. Infinite players challenge their roles.

#22

The most distinctive characteristic of Tesla CEO Elon Musk is his willingness to challenge the rules. He has boiled things down to the most fundamental truths in a particular area, and then reasoned up from there.

#23

The rules of a game are made up by the players involved. The more players there are, the more chances there are of finding infinite players who want to change the game altogether.

#24

Infinite games are risky, but they are also the most rewarding. They require you to challenge your roles, the rules, and even the games you are playing, and create a life of continued play and new possibilities.

#25

To start applying the infinite player reframe, ask yourself what you have assumed is essential about your current role that is actually non-essential.