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My top 10 career development books

My top 10 career development books

It is an almost impossible task to come up with a definitive list of my top ten career development books. However I set myself the task of choosing a list of books that met my following criteria.

My top ten career development books:

  1. I have personally found them useful and inspirational and I continue to draw upon them in my practice or
  2. They reflect my practice as I have had a hand in writing them
  3. They are evidence-based how-to guides                                                                                            or
  4. They provide insights into how the world operates that we need to understand to assist our clients
  5. They are well written, based on research and reflect the realities of career development work in the C21st – which means they are compatible with my Chaos Theory of Careers.
  6. Between them they need to cover: theory, practice, counselling and coaching techniques, job application preparation advice including social media and the web generally.
  7. They need to have been published in the C21st.

These are books that I recommend for anyone working in career development coaching, or the educated client, looking for self-directed learning. They are drawn from organisational coaching, counselling, self-help, economics, general science, and psychology.

So my top ten career development books are:

10. Luck is no accident. Al Levin and John Krumboltz.

This is a great and readable account of John Krumboltz’s Happenstance Learning theory.  The book sets out practical strategies to take advantage of and to make your own luck.  John has argued for many years that a lot of career development is down to lucky breaks, and I agree we need to take more account of luck in careers.

Career Development Books

 

9. A perfect Mess. The Hidden Benefits of Disorder. Eric Abrahamsson and David Freedman

I love this book. The authors provide a series of compelling cases studies showing how over-planning and over-organising can lead to worse performance than being open to opportunities. From highly successful book stores that don’t bother arranging their books into subject sections to successful companies that don’t bother with strategic plans, this book provides an antidote to a lot of the received (and untested) wisdom found in career planning ideas.

Career Development Books

 

 

8. Why most things fail.  Paul Ormerod

This is a fascinating insight into, why amongst other things nearly all brands fail and most do so rapidly. That alone is worth the price of the book, when considered against the heavy emphasis placed on the idea of a personal brand in career development. The analysis further reinforces the notion that centralised planning does not work well for companies or economies and that at the individual level, failure is not only inevitable but it helps to rejuvenate the whole system.

Career Development Books

 

7. Beyond Goals. Susan David, David Clutterbuck and David Megginson

This is an edited collection of writings by some of the leading coaching practitioners and researchers in the world today.  The book’s premise as reflected in its title is to examine the role of goal setting in coaching.   This is a critical examination, and the chapter authors do not always agree with each other.  Some, for instance, Tony Grant, see all human activity as intrinsically goal-directed, others argue this is a too inclusive definition to be useful. Whatever your position, this book is likely to challenge your thinking about goal setting, and again it is one of those books that challenge much of the conventional wisdom in career development, coaching and planning.

Career Development Books

 

6. Chaos Theory of Careers. Robert Pryor and Jim Bright

This book represents a summary of the first decade of work on the Chaos Theory of Careers. The theory that we developed was based on the principles of change, complexity, chance and constructedness. It provides the most comprehensive coverage of our theory, the evidence for it and counselling and assessment tools and techniques.  This theory is being adopted all over the world and attracting an increasing amount of research interest (and support).

Career Development Books

 

5. The Cunning of Uncertainty. Helga Nowotny

This is a wonderful musing on the inevitable and changing nature of uncertainty. This is a wonderful adventure of a book that takes us into scientific enquiry, big data and the arts to make the point that uncertainty is ever-present, elusive and ultimately never to be tamed. It sets the scene for progressive career development work and challenges conventional notions in our field.

Career Development Books

 

4. Hope Filled Engagement. Gary Poehnell and Norman Amundson

This is a lovely book and companion to Active Engagement. This volume makes the cut in this particular list, mainly because it is newer and captures more of their recent thinking. It is an excellent career counselling book, that is written in a very engaging, clear, almost folksy style, but don’t let that fool you, as you are in the hands of two very sharp minds indeed.   Their gift for developing counselling and educational techniques to illustrate key points and to move clients towards a positive outcome is remarkable.  You will pick up many tips and techniques of value.  I have said before that most if not all of the counselling techniques presented are entirely compatible with the Chaos Theory of Careers.

Career Development Books

 

3. The Black Swan. Nassim Taleb

Taleb is a provocative writer.  His tone puts one in mind of the insistent Manhattanites asking (demanding?) in no uncertain terms that you get out of their way as they are coming through on the sidewalk!  His take no prisoners approach, I personally find amusing and persuasive.  He has a fierce intellect allied to an even fiercer distrust of many academics – particularly in Economics, and he makes a strong case that models of risk based on the normal curve fail to appreciate the true nature of risk, and therefore all of our so-called risk-management strategies are dubious or wrong-headed.  This is directly relevant to approaches to career development that very often appear to be predicated on reducing risk and uncertainty as if we understood what these things are and can control them.

Career Development Books

 

2. How to write a Brilliant CV. Jim Bright, Jo Earl and David Winter

I am very proud of this book.  It is now in its 5th edition for Pearson, not counting the three Australian versions (it was published there between 2000 and 2009 as Resumes that get shortlisted) and the two US versions (Amazing Resumes).  This is the single version we are keeping up to date, with the welcome addition of David Winter as co-author.  Why does it continue to sell and sell? Because it remains the only book on the market that is extensively based on evidence – quite a bit of it from behavioural studies conducted by Jo Earl, myself and others in the team.   If you want  proven strategies as opposed to opinions, this is the book on which to based your job application advising.

Career Development Books

 

1. You’re Hired! Job Hunting Online. The Complete Guide. Tristram Hooley, Jim Bright and David Winter.

Here it is!  Hot off the press published on April 21st 2016!  This is my latest book with my friends and colleagues Tristram Hooley, Professor at the International Centre for Education and Guidance Studies at the University of Derby and David Winter, Head of the Careers Group at the University of London.  I am very excited about this book as it provides a really thorough coverage of the skills required to have an effective online presence to get the job you want. Covers all the major platforms. It is appropriate that the authors met online before we met IRL!

Check it out now on Amazon and of course if you like it, we’d be thrilled if you could provide a positive review on Amazon. These reviews really do matter and we’d be very grateful if you are so minded and get give some of your time to writing a positive review!  I hope you enjoy our new book!

10 steps to develop your online brand

 

 

So that is my top 10 career development books. What have I missed out?  What are your favourites using the same criteria? What do you think of my top 10 career development books?

Do people use uncertainty as an excuse to avoid planning and do nothing in their lives

Do people use uncertainty as an excuse to do nothing in their lives? Is it tempting to say that because uncertainty exists in the world there is no point trying to plan for a future, and so best to do nothing and deal with what comes along?

Short answer. Yes!

I think one way to look at this is to see Planning (distinct from a plan) as a form of opportunity awareness. Continually planning (devising, revising, reviving, resting, restoring, rearranging, rescheduling, timing, abandoning, copying, conceiving) is the way to go. I think there are problems with those who over-emphasise the security or benefits of “a Plan” or even having a supposed fallback of “a Plan B” – this thinking is static and risks complacency. However the risk of failing to practice planning skills may be even greater.

Like many things planning is a skill – it can be taught, and it requires continual practice or the skills can be diminished. There are some conditions that we need to guard against that I call:
PPP – Pushing Plan Prematurely
POTL – Pulling Out Too Late
SAP – Stubborn Adherence to the Plan
RATS- ReActing Too Slowly

plan failure

 

All of these conditions can be remedied by continual Planning, rehearsal etc

Some ways to do this include:
Opportunity awareness “Luck Readiness” – Being Curious, Flexible, Strategic, Persistence, Optimistic, Efficacious, and feeling Lucky

War gaming/ Scenario training – building scenarios to what-if situations continually (Shell Executives in the 1970s famously did this)

Stress testing – working through the plan and testing whether it stands up

Mentoring – running plans past the brains trust and seeking critiques

Daydreaming – thinking up new scenarios, but taking it further and turning the daydream into a fully fledged plan (you do not have to act on it, and it is remarkable how seemingly absurd ideas are more practical and doable that first imagined)

Controlled Failures – deliberately deviating from the plan with sufficient safety nets or fall back positions

Bigger picture thinking – over and above any one plan – what really matters, what are you trying to do on this earth, purpose

From this perpective, we can see why Dwight Eisenhower said (quoted in a book by Richard Nixon in the early 1960s) that “plans are useless, but planning is indispensable”

My concern is that a lot of what I’d call planning, or playfulness or planmanship, is overlooked in the rush to getting a plan. The skills are not taught to clients, and there is little encouragement to practice them regularly. Same goes for organisations that tend to stick to Annual planning retreats, and do not – and unlike the Shell executives – regularly practice planning.

 

thanks to Arlene Hirsh whose question on the Linkedin Careers Debate group prompted my thinking

 

Goals are not enough for success in a Chaotic world

Goals are promoted as the way to success in many coaching, counseling and training situations. Goals are not enough for success in a Chaotic world is the title of my latest youtube video embedded here.

The world changes, you change, change is inevitable except from a vending machine.  The point of this video is to overcome the concerns some have when I point out the shortcomings of goal setting.  There is an assumption that I am automatically advocating anarchy and that the only alternative to setting goals is mindless wandering, meandering and fatalistic acceptance of whatever comes our way.

However there is a more optimistic and practical view.  That is that it is unreasonable to expect or demand the world to stay still as we attempt to reach a goal, but that doesn’t mean we give up, rather that we should not think about goal setting as something we do early in the planning stage which is then followed by execution.  It is not a linear goal-setting – planning type process, rather it is cyclical, or in reality probably more like a DNA double helix of intertwined plans (or goals) and continually planning and revision.

I think that there is not enough emphasis put on the continual planning part of the process and this is why I have coined the term “planmanship” or planfulness if you prefer a less sexist label – to describe the continual process of devising plans, revising plans, copying plans, amending, freezing, recalling, nuancing, nudging and pushing plans.   All of these skills are assumed to be intact for the goal-setter, but rarely are these skills taught to people.  Nearly always, training involves telling people what they think a goal is (usually the awful Specific, Measurable, Achievable, Realistic and Time-based variety), and then getting people to articulate their goals.  Then it is straight off to implementation with lots of encouragement and injunctions to stay focused and to be persistent.  All of which are attempts to pretend that change doesn’t happen, and that sometimes SMART goals are very dumb and the smart person is better advised to abandon the smart goal, and instead get good at planmanship.

There is more on goals limiting the imagination here and on over-prescribing goals here and on goals and happiness here

What are you doing in your coaching to promote planmanship? How can we increase a person’s planmanship capacity?

Confront the complex!: The Career Challenge of 21st century complexity

The history of mankind can be understood through our reactions to complexity in the pre-machine, primitive machine, industrial and information technology eras.

In the the pre-machine era, complexity arose from our familiar surroundings and the challenge of feeding, nuturing and protecting ourselves and our groups.  The immediacy of these challenges and the limited opportunities or hazards for travel and communication.  Complexity asserted itself through the mysteries of illness, the vagaries of the weather, and other acts of God. Complexity was something accepted and tholed in equal measure and it was something that was not questioned.

In the primitive machine era – wheels, tools and similar simple machines offered opportunities, without greatly increasing the obvious presence of complexity at work. Machines simplified life in many respects.  Complexity was still considered in fatalistic terms as an occasional harbinger of trouble, or occasionally good fortune.

In the industrial era, automation, factories, the move from the land to the cities saw enormous change.  The machines of this era enormously increased the opportunities for many and changed the lives of all living in industrialized countries.  For the owners of these machines and those able to pay for the products and services arising from these machines, their benefits outweighed the increase in the complexity that accompanied them.   Work, for those tending these machines was routinized and predictable and relatively well paid. Indeed these jobs, especially those on conveyor belts were routinised to the point of monotony. Complexity was seen as being under our control and potentially tamed with the application of science, technology and engineering. Complexity could be reduced to simple building blocks and simple models of human behavior.  The clarion call was “Keep it simple”.

It has been the information technology era that has really made obvious the complexity that has always lurked in the shadows of life.  The rapid rise in communications technology allied to jet planes has made the notion of our group go from those we live close to, to practically anybody and everybody on the globe. The impacts of our decisions and the decisions of others can not so much ripple around the world, as to shake our world to its foundations.

An argument lost in a teleconference in Brussels can lead to a whole office of workers losing their jobs in Athens, Melbourne, or Detroit.  A technology developed in California can lead within months to the employment of hundreds of thousands in China.

The term “complexity” has been used increasingly over the last decade by theoreticians, politicians and practitioners to describe the world we live in. Complexity is now beginning to be seen once again as more inevitable and more regularly intrusive into our supposedly ordered existence.  Except increasingly people are beginning to appreciate the nature of complexity and how it is the very complex nature of things that provides opportunities and hope as well as being a source of unwanted influences.

The characteristics of complexity are set out in the Chaos Theory of Careers (e.g. Pryor and Bright, 2011) and include, inherent long term unpredictability, sudden and disproportional changes, and stability arising only from continual change.

The challenges of complexity for careers include: moving beyond a reliance on control and predict methodologies of planning and goal setting; a realization of the limits of our ability to control and predict the future; the development of personal strategies promoting opportunity awareness on one hand; and persistence and resilience on the other; the promotion of personal and corporate creativity and innovation to provide the momentum for the continual change that in turn permits a form of stability.

The greatest challenge confronting practitioners assisting individuals or organizations in developing successful working lives or businesses is to help them understand complexity and to thrive on complexity. The clarion today is “Confront the complex!”

 

Embracing Uncertainty in Life and Careers

What does uncertainty mean to you?  To many uncertainty is a threat to be avoided or overcome. To others it offers surprise and opportunity.  For some it is both of these things depending upon the context.

Uncertainty has a love-hate relationship with planning.  On the one hand uncertainty is one of the major reasons people make plans in the first place (if there was no uncertainty plans become redundant – what is going to happen will happen), but on the other hand uncertainty represents a threat to those plans.  Uncertainty has the potential to undermine the plan. See this link

It is not contentious that uncertainty exists in the world, and it is well established that uncertainty affects the careers of almost everybody.  We know that between 80%-100% of people report that an unplanned event has significantly altered their career plans for better or worse.

So the way people respond to uncertainty is likely to be an important factor in their success or well-being.   And this is where people do not get uncertainty.

Here is a graphic that I am going to use to illustrate why people often don’t get uncertainty.

Three Models of Uncertainty

Broadly speaking there are three different ideas about uncertainty:

1. Uncertainty is an occasionally present feature in otherwise predictable and well planned lives.  This model assumes that certainty can be attained for significant periods of time, and can be achieved through traditional planning methods like goal setting. Certainty and uncertainty are treated as polar opposites. I’ll call this the Traditional Planning model.

2. Uncertainty is rampant, extensive and ever-present. This model assumes that despite our best attempts, all plans are illusions of control.  This approach suggests we should give up on all planning and resign ourselves to whatever happens.  I’ll call this approach the Fatalistic Anarchy model.

3. Uncertainty is a constant and inevitable feature of all situations. It is wrong to think of Uncertainty and Certainty as opposites, rather they are composites – everything is comprised of a mixture of order and disorder.  Further the nature of uncertainty is non-linear and scalable. This means that sometimes very small, seemingly banal or trivial changes that have had little or no meaningful impact in the past suddenly change everything out of all proportion, or enormous changes can have surprisingly little or no lasting impact.  And every combination in between. This is the Chaos Theory of Careers account of uncertainty.See this link for more on Chaos Theory of Careers.

Depending upon which of these models of uncertainty people are using, they are likely to have different reactions to uncertainty.

Model 1 Traditional Planning Model reactions to uncertainty

Uncertainty is dealt with primarily with planning techniques, typically focused on goal-setting activities.  It is claimed the plan will provide certainty, motivation and reduce anxiety.  When uncertainty raises its head, it is assumed that people will be readily aware that circumstances have changed, and once aware they simply enter another planning circle to navigate them away from the uncertainty back onto their original course, or onto a new course of their choosing. This thinking is reflected in the idea that we going throiugh a planning phase. Then let it settle down, while we follow the plan, and then we go through another planning phase later on.  Turmoil-plan-calm-certainty-turmoil-plan-calm-certianty is the way the world is envisaged.  The diagram below illustrates this point.

 

Typically Model 1 thinkers claim that failure to plan will inevitably result in adopting Model 2 behavior.

Model 2 Fatalistic Anarchy Model

Everything is random and out of our control. The best course of action is to simply react and act in the world with little regard for the future, because the future is too unpredictable.  We are so limited in our abilities to plan, it is a waste of time and we are better off pursuing pleasure seeking, living in the moment, going with the flow.  Direction is a meaningless concept.

Model 3 Chaos Theory of Careers

Control and self-regulation comes from being aware that we are all living on the Edge of Chaos.  This is a place where there is order (and predictability) but there is also disorder (uncertainty).   These two components are ever present, meaning that self-determined action is best achieved through having a repertoire of approaches that help establish a direction but at the same time maintain openness to uncertainty and responsiveness to change.  Like any other skill, this needs continual use and practice.  Too much Model 1 type planning runs the risk that the person will unable or slow to spot when uncertainty has made their plans nonviable or is presenting a better opportunity.  They will also be less able to deal with unexpected change as they are less practiced at considering it and engaging with strategies to cope with it.

Critically, it is not a case of continually swinging between order and disorder, certainty and anarchy. Rather both certainty and uncertainty is considered, held and explored continuously and simultaneously. This is illustrated in the figure below.

Is this model more complex? Yes unashamedly.  Is this model closer to reality? Yes I believe so (and argue extensively for this position in our book, The Chaos Theory of Careers, Robert Pryor & Jim Bright).

From the Model 3 (Chaos Theory of Careers) perspective, the fact that we are limited in our ability to plan, predict and control (and therefore that implies that goal setting is a limited technique) does not automatically mean that everything is chaotic in the vulgar sense of that word. To argue that is to see the world solely in Terms of Type 1 and Type 2 models.  Rather our plans need to be dynamic, truly continually monitored and blend of green band open (e.g. exploration) and red band closed (e.g. goal setting) strategies.

Another concern is that such an approach means abandoning a sense of direction.  Again this is to see the world solely in Terms of Type 1 and Type 2 models. A sense of direction can be achieved (within limits) and the more people are taught and practice skills aroun responsiveness, awareness and reinvention the greater the sense of self-determination they will have.

A final concern I’ll address here, is that Model 3 thinking will create or exacerbate anxiety as it so clearly acknowledges uncertainty.  There are several responses to this.  Firstly, there are many examples in life where we point out sources of uncertainty including: safety demonstrations on flights; fire drills; rockfall/landslip warning signs; cattle on the road warning signs; low battery indicator; low fuel indicator; exhortations to look both ways when crossing the road etc.   For most people most of the time, these actually serve to reduce anxiety because they allow us an opportunity enrich our planning to include the possibility of uncertainty and a range of strategies for dealing with it.

Furthermore, in our own research, we have found in career planning, that exposure to uncertainty actually increases self-efficacy (see McKay, Bright & Pryor, 2005; Davey, Bright, Pryor & Levin, 2005).

Most people don’t get uncertainty and continue to see it in Model 1 terms.  From this perspective anything that challenges that certainty and the planning tools like goal-setting that are imagined to provide it are seen as threats and often assumed to be advocating the anarchy of Model 2 thinking.

Uncertainty, planning and life are more complex than that.  We can do better than that. We can embrace uncertainty in life and careers!.

If you’d like a high quality version of the Edge of Chaos poster, get them here.

 

 

 

Is goal setting past its peak? Some new data.

How long has there been serious interest in goal setting?  You might be forgiven for thinking it has always been a key approach to changing human behavior.  However according to PsycInfo (the largest and most authoritative database on published psychological research), between 1900 and 1980, a search of this data base on the terms “goal setting” yielded only 39 publications.  The first being in Harry Spillman’s chapter Tides of Life in Personality: Studies in Personal Development. New York: Gregg Publishing US.

The 1980s were not much better, in fact they were worse than the average of 0.5 a year, with only 2 publications (both in 1986).

The 1990s were when goal setting really started, well, kicking goals. A whopping 335 publications turned up in the search – more that the previous 90 years combined.

But it was the 2000s when we became totally obsessed with goal setting as the answer to just about everything, a whopping 1168 publications came out about goal setting.

However, something interesting may be happening.  Have a look at the graph below that shows the search results for “goal setting” across all types of publications by year.

It seems that goal setting publications peaked in 2008 and have been in decline ever since.  (Note the figure for 2011 has been adjusted by taking the figure produced at the end of September, dividing it  by 9 to get a monthly figure and multiplying that by 12 to get a comparable annual number – given the dramatic drop off, this probably over-estimates the true figure for 20110.)

There are a few intriguing things here.  Firstly, are we over goal setting?   Regular readers will appreciate that from my theoretical perspective of the Chaos Theory of Careers, goal setting can be seen to be limited in its efficacy, especially for longer-term behavioral change (because complexity and change serve to move or obliterate the goal posts) this is not an unwelcome thing if it turns out to be true.

Secondly, is it the case that goal setting has been in decline since the GFC?  The GFC really hit in mid to late 2008 (see graph below of S&P 500 since 2006).  2008 was the peak year for goal setting papers, and 2009 was not far behind.  However journals and other forms of academic publications and outputs (like theses) tend to reflect work that was done or submitted 2 or 3 years earlier.  So there is likely a lag effect in operation here.  And sure enough if you look at 2009, and 2010 and almost certainly 2011, we see an exponential drop off in papers on goal setting.

So, is it a little like the financial markets, that people are beginning to appreciate that the world is more uncertain and changeable than we realised, and that maybe we need techniques that are not so firmly rooted in the idea that the future (goal) is relatively unchanging and predictable.

It is truly fascinating, and reminds me of the Peak Oil debate, have goals reached their zenith – have we reached a tipping point on goal setting? Is this just a temporary blip? Is goal setting so accepted there is nothing more to say, or is it the case as I am hypothesizing that we are beginning to appreciate goal setting as useful, but an over-simplified response to complex and changing problems?  Or is it simply turbulence in the numbers?

Who knows for sure, but this graph certainly makes interesting reading to me.  I guess we must wait to see how it emerge over time, and on that chaotic and complexity-laden bombshell, I shall leave it to you to ponder!

 

 

Note: Psycinfo is “Unrivaled in its depth of psychological coverage and respected worldwide for its high quality, the database is enriched with literature from an array of disciplines related to psychology such as psychiatry, education, business, medicine, nursing, pharmacology, law, linguistics, and social work” according to Proquest.

Having the courage to live authentically on the edge of chaos

The most common way of dealing with uncertainty is to close our minds and limit our options and behaviors.  The trouble is that the world and the people in it are uncertain, and our typical response to that risks us not exploring that world or ourselves.   If you believe the world is flat and that you could fall off the edge of it, then it makes sense never to explore too close to the edge.

In effect, limiting our options and closing our minds means failing to acknowledge, appreciate or explore who we really authentically are.   We know ourselves a little less if we choose to stick to the one path, think only in black or white – either/or terms or stick rigidly to well worn routines.  The only challenge we pose for ourselves in doing this is to be persistent in stubbornly refusing to be deflected from these self-limited patterns. We are limiting are own systems to operate in predictable and controllable ways.  We try to avoid the challenge of the novel, new or different, and live in ignorance of how novelty or difference might alter our lives and therefore we miss out on understanding our hidden potential (and weaknesses). We lose out on insight and growth.

Within the Chaos Theory of Careers, there are 4 Attractors that describe different states of imposed limitation on how our systems operate.  The first is called the Point Attractor, which is seen to operate when people try to direct all of their behavior and thoughts toward a single point or goal.  The second is called the Pendulum Attractor which is in operation when people seek to reduce all situations and thinking to an either or choice. The third Attractor is called the Torus Attractor and is in operation when people try to limit their lives by following a highly predictable repeating routine, or choose to live completely within a set of limited rules.

It should be obvious that if people are successful in imposing these Attractors on their behavior, everything becomes highly predictable and controllable. They are all closed-systems for closed minds.  There is no room for growth, novelty, uncertainty or creativity.

While acting in these ways can be useful or even necessary from time to time, in the longer term, behaving as though the world can be tamed into a narrow goal, a simple binary choice or a set of rules or routines is going to be confounded by the complexity and chaos of the world (and the people in it).  The goal posts will shift, the either or decision suddenly has more (or less!) choices, and exceptions to the rule emerge.

Nonetheless living within these Attractors is attractive for many people, because you do not typically need the courage of embracing uncertainty to live within such self-limiting approaches.

The fourth Attractor which is the hallmark of Chaos is called the Strange Attractor.  It describes people as the genuinely are – a dynamic mixture of stability and predictability laced with continual change and with the potential for dramatic and unpredictable change as well.  Over time, the Strange Attractor leaves its mark with an emergent pattern of behavior that shows a complex mix of self-similar trait-like behavior in the context of continual variation and change – we call such Patterns Fractals and they are the unit of analysis in the Chaos Theory of Careers.

Within the Strange Attractor is a place called the edge of Chaos – this is the point where you (the system) is sufficiently closed to permit some stability and continuity, but also sufficiently open to new ideas, ways of doing things, new experiences etc, that there is the potential for quite radical transformation.  The edge of chaos is an exciting but uncertain place to be, and it is a place from where all change comes. It is a place that requires courage to live there.

The forces of complexity and hence change will affect us whether we like it or not.  Our attempts at making ourselves closed off will over time break down.  For those who doggedly pursue closed approaches to their lives, they will be unprepared for change, and may even try to deny its presence.   Those who have the courage to live on the Edge of Chaos are continually learning about and adding to their own resilience and learning more about who they are as a person.

Brene Brown talks persuasively about having the courage to be authentic (link) and acknowledging our vulnerability. I see this in Chaos Theory of Careers terms as living on the Edge of Chaos – by being an open system we are acknowledging that we are vulnerable and subject to unpredictable change.  It takes courage as Brene so eloquently expresses to live like that. Ironically, the more we attempt to deny our vulnerability by trying to live within the closed system Point, Pendulum and Torus attractors, the more vulnerable we really are when that change comes.

Finding the courage to live on the edge of chaos provides us with a way to be who we really are, to explore our potentials, to take chances, to be open to change and to recognize our vulnerability.