The Ambiguity Architect 360º assessment
Measures the ability to manage ambiguity and uncertainty
Executive Development Group offers its own proprietary assessment, The Ambiguity Architect, which measures an individual’s ability to manage and confront the inevitable ambiguity and resulting uncertainty of business.
Request the Ambiguity Architect®
Our data and research suggest that most high potential managers and executives have a high degree of tolerance for uncertainty.
In today’s fast-paced, ever-changing environment, the capacity to deal with ambiguity and change is a skill that is becoming increasingly important at every level of an organization.
Recent research in leadership has shown that there are basically three core competencies that every leader must have, i.e., the ability to:
- be strategic
- work as part of a team
- handle ambiguity
The same research shows that there is an enormous amount of focus and energy dedicated to the first two skill areas. The third area, however, has been left virtually unexplored. Given the environment as we know it and the forecasts that predict that there is no relief in sight, now is the time to focus on the third element. The Ambiguity Architect® helps you and the people in your organization develop the ability to deal with ambiguity and change.
Developed by Randall P. White and Philip Hodgson, the Ambiguity Architect® is used as an integral part of your assessment and development process. The Ambiguity Architect® is the tool that will help you and your organization set the tone for creating and sustaining a team of successful leaders.
Ambiguity Architect can be purchased from Executive Development Group or we can make it part of an organization’s executive education or coaching intervention.
Articles on our work in ambiguity
Writer and author Maggie Jackson offers a refreshing look at new research on ambiguity and uncertainty in her article for the Boston Globe, “The Gift of Being Unsure What to Do.”
Late last summer when my team began the work to bring Relax, It’s Only Uncertainty into the digital age, we could not know how much the world would change in just a few short months. I hope that you and your families are well, sheltering safely in your...
It’s better to continue to sail through a violent storm than to turn back. If you head back, you’ll lose any progress you made getting through the storm. Depending on the direction the storm is moving you’ll be racing to outrun it. The storm could easily catch you...
A Yale University study last month says we learn when uncertain. “We only learn when there is uncertainty, and that is a good thing,” said Daeyeol Lee, Yale’s Dorys McConnell Duberg Professor of Neuroscience and professor of psychology and psychiatry. “We really don’t...
Photo: Greg Rakozy In our work studying how people deal with uncertainty and through our use of The Ambiguity Architect® we're ambassadors of embracing the unknown. So we were interested in Todd B. Kashdan's article in Harvard Business Review, titled,...
Randy White and Sandy Shullman feature the stories of three clients of the Executive Development Group in their article, "Build Leadership's Tolerance for Ambiguity." Read it all in this month's CLO Magazine We have a serious problem at the Food and Drug...