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In the research I did on strategic thinking, I identified six key mental disciplines that underlie your ability to recognize, priotize, and mobilize. Pattern recognition is a foundational discipline of strategic thinking. The ability to find the signal, the important information in what can be a sea of noise. Not just absorbing what's happening, but thinking about why, thinking about connection. When grandmasters look at a chessboard, they don't just see pieces. They don't just see the layout of the board. They see the most important patterns that exist in that configuration. They see opportunity. They see concentrations of power. They see potential vulnerabilities.

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In the research I did on strategic thinking, / I identified six key mental disciplines / that underlie your ability to recognize, / prioritize, / and mobilize. // Pattern recognition is a foundational discipline / of strategic thinking. / The ability to find the signal / the important information / in what can be a sea of noise. // Not just absorbing what's happening, / but thinking about why, / thinking about connection. // When grandmasters look at a chessboard, / they don't just see pieces. / They don't just see the layout of the board. / They see the most important patterns that exist in that configuration. / They see opportunity. / They see concentrations of power. / They see potential vulnerabilities. //

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At the heart of your ability as a leader to navigate complexity is the disicpline of systems analysis. It's absolutely essential, of course, that systems models capture the most important features and dynamics of the system that you're talking about. But given the very, very high levels of complexity today, no human being and indeed, so far, no computer is able to flawlessly model the entire set of variables and interactions and constitute a complicated system. One example I use is climate, where today we have very good models of climate, but they're absolutely simplifications of reality. They model large chunks of the atmosphere, for example, in ways that are really kind of crude, almost. But they do capture the most important features of the overall climate system in a way that lets you make good predictions.

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At the heart of your ability as a leader / to navigate complexity / is the discipline of systems analysis. // It's absolutely essential, of course, / that systems models capture / the most important features and dynamics / of the system that you're talking about. // But given the very, very high levels of complexity today, / no human being / and indeed, so far, no computer / is able to flawlessly model / the entire set of variable and interactions / that constitute a complicated system. // One example I use is climate, / where today we have very good models of climate, / but they're absolutely simplifications of reality. // They model large chunks of the atmosphere, / for example, / in ways that are really kind of crude, almost. // But they do capture the most important features / of the overall climate system / in a way that lets you make good predictions. //