The art of decision-making
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Episode #22

The art of decision-making

Interview with: Paweł Motyl
Author of "Labyrinth" and "Schrödinger's World", speaker, coach

With Paweł Motyl, the first Pole on the “TOP30 Global Gurus” list, the author of “Labyrinth” and “Schrödinger’s World”, we talk about the unpredictable future and the art of decision-making.

We’ll start softly with organizations that want to eschew a fragile structure and take on Black Swan Ninjas’ traits. We will talk about the essential features of organizational culture, re-skilling resulting from the development of new technologies, and leadership styles. About navigating unpredictability, mental patterns, and personal effectiveness of leaders. We will present the concept of a fox and a hedgehog originating from ancient Greece and translate it into the world of business.

Paweł Motyl
When clients ask me what to focus on in the context of personal development, I usually say: - Invest only enough time and effort to be up-to-date in the area of your specialization, so as not to fall out of circulation. If you have free time and energy left, invest it in development outside your field. This is the best method of self-defense against being replaced by artificial intelligence, by algorithms. Because these narrowly specialized activities will be automated the fastest.
Paweł Motyl says, the author of "Labyrinth" and "Schrödinger's World", speaker, coach
About the art of decision-making in the unpredictable world

00:36 – LEADERSHIP OF THE NEW NORMAL

  • how to avoid the “fragile structure” of the organization?
  • organizational culture transformation,
  • leadership styles in an environment of constant change,
  • developing unlearning skills,

16:21 – THE ART OF DECISION-MAKING

  • pitfalls leaders fall into,
  • consequences of lack of strategic agility,
  • in what mode to act to manage risk in the organization?

26:32 – A LEADER IN THE DEVELOPMENT PROCESS

  • a pragmatic fox or a narrowly specialized hedgehog and its great purpose?
  • you’re not the smartest and you’re not always right,
  • success is the greatest trap of a leader,
  • escape from the modus operandi on a neurological level.
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