The Journal of Not Knowing
The Journal of Not Knowing, a companion workbook guide to The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None.The Journal of Not Knowing will guide its readers through a mission of self-discovery.
The journal offers a companion workbook to The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None. To be used in conjunction with the Journey book or by itself, the workbook contains provocative questions, exercises, and other tools to explore the Journey principles of navigating the unknown, dealing with risk, and the Core Four principles.
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Based on many years of work with The Journey of Not Knowing program participants, The Journal of Not Knowing will allow you to work with others or on your own to answer key questions that stand between you and your dreams for making things better.
You can explore and create a plan to address:
- Your relationship with the unknown.
- How you handle not knowing whether your ideas will turn out, including people’s reactions to them (and you).
- How discomfort with uncertainty shows up in your life and gets in the way of you trying new ideas and behaviors.
- How you can get comfortable with the discomfort of the risk that comes with the unknown.
- How you can avoid sabotaging yourself with defensive behaviors.
- What purpose will give you fuel to navigate the discomfort of the unknown you might encounter on the way to pursuing your dreams.
The Journey of Not Knowing:
How 21st Century Leaders Can Chart a Course Where There Is None
The Journey of Not Knowing offers a fast paced, entertaining read that goes to the heart of a critical state in today’s business climate and society overall: the constantly changing 21st Century with uncharted waters ahead. This book advances a new approach to leading change that will inspire leaders of any size organization, and anyone else wishing to pursue new possibilities, to see the discomfort of the unknown as an adventure rather than an obstacle to building a better future.
The book combines storytelling, business experience, and human psychology. Written as a fable, it follows an eight-member leadership team of a fictional company through one business day. At the end of that day, they have to explain to a critical new client why a former client fired them. None of the team members knows why and until asked, had carefully avoided the issue.
The story delves into their defended behaviors as they work first to ignore and then to solve the mystery. The memorable characters in the book are persons with whom readers might cringingly identify. It also might trigger insights into their own ineffective behaviors when faced with the unknown.
The book opens with a formative event the author experienced as an executive in Amazon’s early days. It closes with the Journey of Not Knowing leadership model to start readers on their own journeys into the unknown.