Ambiguity Advantage

DAVID WILKINSON is the Head of Professional Development at Cranfield University where he researches and teaches many aspects of learning, leadership, personal, professional and organizational development. Having designed and run Command Level Public Order courses for the UK police services, he runs trainer training for disaster and post-terrorist incident management around the world. Teaching at a number of universities and conferences in many countries, David also consults for business, emergency and defence services, various agencies and governments internationally.

• The Nature of Ambiguity Types of Ambiguity Responses to Ambiguity The Nature of Leadership What Good Leaders Do with Ambiguity Getting Creative with Ambiguity Developing Ambiguity Conclusions

'For a leader in the old world, certainty offered an advantage. In thenew world, uncertainty will give the leader an edge. Wilkinson blurs thelines between what we know we don't know and what we don't know we know.A must read for anyone who wants to take advantage of the chaos aroundthem.' - Dr. David Lomas, Head of Innovation and Talent, Royal Mail Group'Anyone who believes that the status quo is a credible option urgently needs to read this book' - Chief Superintendent Philip Aspey, National Secretary Police Superintendents Association of England & Wales'Book important Wilkinson's, topic neglected, distinctions powerful read valuable. Confused, annoyed or intrigued by that opening sentence? It's pretty tame, as far as ambiguity goes. Whether you are irritated, mystified or attracted by ambiguity, the fact remains that there is a great deal of it in the complex and dynamic world of modern work. If you have leadership responsibilities, and you have never felt puzzled, then you are almost certainly not rising to the challenge of your job. Most people shy away from ambiguity. Leaders cannot afford to, because ambiguity is the raw material from which the future is generated. Dave Wilkinson's Ambiguity Advantage is an important book because it reveals how we deceive and limit ourselves, and our organisations, by over-simplifying ambiguity. It is a powerful and valuable book because it also shows how to work with ambiguity and create opportunities from it.' - Alan Robertson, Management Consultant & Executive Coach (Author of The Fast Track Formula and Managing Talented People)'This book has very interesting insights for leaders managing ambiguity and therefore by definition for all leaders. It is very readable and the case studies make the points clearly. It's a fresh approach to reviewing leadership.' - Dale Haddon, People & Organisational Development Director for Parcelforce Worldwide