100 ways to question what your organisation thinks it knows
What if the greatest risks are not the things your organisation cannot see, but the things it has stopped questioning?
Organisations make decisions using assumptions about customers, markets, people, systems, competitors, capabilities and the environment around them.
Many of those assumptions are reasonable.
Until they aren't.
Seeing Clearly is the first volume in the Intelligent Risk Series. It contains 100 prompts designed to help organisations look more carefully at what they believe, what they notice and what they may be overlooking.
The purpose is not to create another risk-identification exercise. It is to encourage better observation.
The prompts explore how familiar thinking can become accepted truth, how weak signals can disappear into everyday noise, how organisational perspectives shape what receives attention, and how information that challenges the prevailing view can struggle to be heard.
Some questions will confirm what you already know.
Others may expose assumptions that have not been examined for some time.
And occasionally, a single question may change the direction of an entire conversation.
That is the purpose of the series.
Each page provides a prompt that can be considered individually or brought into a leadership meeting, workshop, project discussion, planning session or governance conversation.
There are no prescribed answers.
The value comes from the conversation the question creates.
Because seeing clearly does not mean knowing everything.
It means becoming more conscious of what you believe, why you believe it, what may be changing and what you might be missing.
Use this book to
- challenge assumptions that have become embedded in organisational thinking;
- explore weak signals and emerging change;
- introduce different perspectives into familiar conversations;
- question what information receives attention—and what does not; and
- create more thoughtful conversations about uncertainty.
Before an organisation can think differently, it must first learn to see differently.