Back in October 2019, I organised a number of events in London at which Bryce Hoffman spoke about Red Team Teaming and Red Team Thinking. It is based on concepts and methods developed by the U.S. military. They were developed to prevent the mistakes made by the US military and intelligence services in Iraq and Afghanistan. And to learn the lessons from the terrorist attacks on New York, which were preventable, and should have been prevented.
The concept and methods were developed following some deep thinking about thinking. More specifically, the goal was to ensure that better thinking would result in better decisions making.
Plenty has been written about the extent to which our thinking is infected by cognitive biases, and the fallacies of one kind or another that we come to believe. To a large extent Red Team Thinking is about how to over come those problems.
Ulf Löwenhav also published a book last year, The Power of Active Thinking: How to become a resilient contrarian through the strength of engaged thinking. Ulf’s views on thinking are based on his experience as a practitioner in investment banking and his studies at Henley Business School.
In December 2019 I gave a talk to the cohorts on the Doctors in Business Administration programmes at Warwick Business School. The title of my talk was “Undaunted: How Successful Leaders Face Wicked Problems”. I evolved that into a conference, the full title of which was “Undaunted: How Successful Leaders Face Wicked Problems and avoid predictable surprises”.
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