Some years back, I faced my first major crisis of managing uncertainty. I was an executive manager of Information Technology for an international oil and gas firm based in Dallas, Texas, USA. The oil crisis was at its peak and I had less staff and more demands.
I was speaking with a colleague whose client was preparing a proposal for an innovative initiative, to present to their company’s executive committee. At one point, we talked about where the resistance might come from – not based on the content of the proposal, but based on the kind of innovative thinking behind the content.