Peak Paradox is a framework to assist in the identification of ghosts in our incentives and systems. These ghosts impact our choices, decisions and judgements.
Why? Because we live in an increasingly complex, ambiguous, volatile and uncertain world
That feeling does not go away as the data or something you instinctively know is telling you that we have compromised on the best outcome. Whislt we cannot touch, see or feel what it is that frustrates us and holds us back, we know we would like something that helps us gain clarity and understanding. The Peak Paradox framework is designed to shine a light on why some decisions taken do not create the best outcome by providing clarity on the compromises each of us brings to a team decision. What is truly unique is that Peak Paradox helps unpack why without creating tension or conflict.
Context influences perception
If we can see something from a different perspective by changing context, we can move from believing in the right or wrong of an opinion; to being able to think and act differently.
Peak Paradox is a non-controversial framework, that uncovers the delta and differences in our perspectives. It is designed to avoid defensive reactions, such as blame, conflict and tension.
Irrespective of how much data analysis, information and insight is available, there is usually more than one possible outcome or conclusion. Peak Paradox frames and identifies how systems and processes can work to undermine good decisions and judgment that management and leadership teams make.
Peak Paradox explained
A Paradox is
is a seemingly absurd or contradictory statement or proposition which when investigated may prove to be well-founded or true.
a person or thing that combines contradictory features or qualities.
a statement or proposition which, despite sound (or apparently sound) reasoning from acceptable premises, leads to a conclusion that seems logically unacceptable or self-contradictory.
In this context, when data or information is presented it is often based on a set of assumptions that are generic and never read or challenged. This framework enables executive management and leadership teams to take back ownership of risk and assumptions so that they can together explore and find the paradox about the decision they are being asked to make, which leads to better outcomes.