The first thing that will strike anyone who has read (or even just browsed) our previous book is this one is considerably shorter. This is deliberate: after churning out a book that ended up being 411 pages, this time around we wanted to create something a little less like a double quarter-pounder with extra cheese. In keeping with that, we will be equally brief with this preface.
Our first book, The Heretics Guide to Best Practices, was written five years ago (three years ago if you count the reprint). In between, a lot changed for us professionally: Kailash moved to Singapore to set up an IT Service Centre and Paul had a go at the world of start-up companies. In that time, we spoke to each other regularly, and one of the topics that kept coming up in our conversations was that we should do another book. The basic theme presented itself gradually through our almost daily experiences in dealing with ambiguity.
Most management techniques aim to reduce or eliminate ambiguity. Unfortunately, they usually suck at it and somewhat ironically, often increase it. This is reflected in a tragedy that plays out over and over again: a new technique or approach promises plenty, but when applied, delivers much less and ends up being labelled a fad.
Although most fads start out as legitimate efforts to finally get things organised, they all seem to come undone because of inherent contradictions that become apparent only after they’ve been around for a while. There is good reason for this: management techniques deal with what can be seen—the external manifestations of thoughts, actions and events. By and large, they do not address the effect that ambiguity has on people’s thoughts, intentions and behaviours.
But this is precisely where the problem is. Unless one understands ambiguity and its effects on individuals, it is highly unlikely that any management method will get anywhere at all.
In this book, we place ambiguity centre stage, and do so in a way that we hope you will find both informative and entertaining. Like our previous book, there is irreverence and humour, but be warned that you may have your cherished beliefs tested. Ah, and as the cover suggests, you’ll likely meet a few teddy bears along the way, teddies you will probably recognise as being tightly held by your colleagues and friends.
Enough said! We hope you’re intrigued enough to read on.
Paul and Kailash (Perth/Sydney, June 2016)