The Adversity Nexus, also known as "Robertson's Cycle," is a robust model that elucidates the intricate stages governing the rise and fall of individuals, organizations, and even nation-states. This comprehensive framework delves into the paradoxical interplay between progress and stagnation, uncovering the profound impact of adversity, leadership, growth, abundance, safety, and the pitfalls of overemphasis on security.
Key Stages:
Adversity ➡ Desire ➡ Leadership ➡ Growth ➡ Abundance ➡ Safety ➡ Stagnation ➡ Adversity ➡ Etc.
The Adversity Nexus
Summary: Adversity and hardships act as catalysts, spurring collaboration, development, and growth. This process necessitates leadership, which nurtures these qualities, leading to prosperity. Prosperity leads to a desire for safety and security. However, an excessive focus on safety stifles progress and breeds complacency, reducing responsibility and productivity. This decline culminates in failure and renewed adversity.
"You will either step forward into growth, or you still step back into safety."
Abraham Maslow
The Adversity Nexus Breakdown
Stage 1: Adversity leads to desire:
At the outset of the Adversity Nexus, we confront the foundational phase: Adversity (struggle). This stage encompasses the challenges, obstacles, and unfavorable circumstances that can hinder growth, success, and overall well-being. While initially daunting, adversity plays a pivotal role in the cycle by igniting a powerful human response: the desire for authentic and transformational change. As we grapple with difficulties and setbacks, an intrinsic need for improvement and progress emerges. The struggles we face trigger a search for solutions, propelling us forward in search of better outcomes.
However, this stage is not without its complexities. The desire for beneficial change must outweigh the adversity we face. This can take time. While adversity fuels desire, the path to resolution is often more complex. The very nature of the challenges we encounter can obscure the answers we seek. This ambiguity, though frustrating, is also an integral aspect of the cycle, setting the tone for the subsequent stages where leadership and growth come to the forefront.
Stage 2: Desire leads to leaders:
In the wake of adversity, the collective yearning for beneficial change gives rise to a remarkable phenomenon: the emergence of leaders. These leaders, driven by the need and desire for transformative solutions, step forward to navigate uncharted waters. They often possess answers and strategies to navigate adversity and the audacity to challenge existing norms. This period marks a critical turning point as these leaders, often possessing transformational qualities, effectively communicate and inspire radical change.
However, this stage requires a cautious perspective. The very need for transformational leadership opens the door for pseudo-transformational leaders who may exploit the vulnerability of the situation. Recognizing the potential for pseudo-transformational leadership is essential to ensure that the pursuit of change remains genuine and beneficial.
Stage 3: Leaders lead to growth:
The leaders who emerge in response to adversity become catalysts for growth. They take on the mantle of change champions, spearheading efforts to foster innovation, encourage calculated risk-taking, and promote adaptability and resilience. They empower followers with knowledge of the vision and the tactics to achieve it. This period is characterized by rapid decision-making, effective problem-solving, and efficient resource allocation. The calculated risks undertaken during this stage create an environment conducive to creativity and innovation. As leaders and followers push boundaries and embrace the unknown, progress begins to take shape.
The crux of this stage lies in recognizing that growth stems from the collective efforts of teams and a leader’s ability to inspire those teams. Their unwavering commitment to change propels organizations and even entire nations forward, paving the way for unprecedented opportunities.
Stage 4: Growth leads to abundance:
As effective leadership continues to drive progress, growth opportunities are seized and translated into tangible outcomes. The cycle reaches a pivotal juncture where the pursuit of beneficial change yields achievement and abundant rewards. The once-nascent ideas and innovations manifest as substantial advancements, creating a self-sustaining loop of growth and innovation.
This stage underscores the transformative power of visionary leadership. Paradoxically, it also marks the beginning of the abandonment of transformational leadership as the perception of need alters. The opportunities born from growth propel entities forward and lay the foundation for the subsequent stages. As processes are refined and expanded, the cycle takes a new turn, leading to the evolution of abundance. However, due to constant change, even total victory only slows the advancement.
Stage 5: Abundance leads to safety:
Growth and abundance coincide with change. Yet, paradoxically, the newfound prosperity can breed complacency and a denial of natural progression. As real and perceived needs are satisfied, the urge for continued change decreases, and attention shifts to safeguarding the achievements. This transition from growth to safety reflects a natural evolution in human aspirations.
However, this stage introduces a couple of subtle shifts. Leadership shifts focus from vision achievement to the illusion of resource security. However, the desire for safety extends beyond physical security to emotional well-being. The elimination of past adversaries prompts a focus on shielding against new risks, either real or perceived. This twofold yearning for stability—both material and emotional—shapes the subsequent trajectory of the cycle.
Simultaneously, inside or outside forces excluded from abundance experience envy and resentment. These feelings are highest in those entirely detached from the vision. Divisions among various groups begin to surface. This division usually emanates from a perceived injustice in the unequal distribution of resources and opportunities (have/have not). It can fuel social tensions, fostering a sense of disillusionment and marginalization among individuals or groups who feel left behind. Moreover, this resentment may contribute to the fracturing of social cohesion, potentially increasing crime and various forms of unrest, including protests, conflicts, or radical movements. This feeling transcends traits, but such scapegoats are selected anyway. Consequently, the aforementioned dynamics validate the need for an exaggerated emphasis on the pursuit of safety, inadvertently hastening the transition into the subsequent phase.
Stage 6: Safety leads to stagnation:
In this context, safety refers to the state of stability and security that individuals, groups, or organizations seek to attain to protect themselves or their achievements from potential harm, uncertainty, or disruption. It is the emotional hesitation of risk. It involves creating an environment where risks are minimized, and individuals can feel confident that their well-being, interests, and existing conditions are safeguarded against adverse events or changes. This includes, over-emphasized defending, shielding, safeguarding, or protecting.
In the pursuit of safety, the cycle enters a precarious phase. An excessive emphasis on safety inadvertently slows progression and hinders growth and innovation. The breakdown of the status quo is underway. Divisions among various groups become more pronounced. The vision is lost, and most efforts refocus on the status quo. Fear of losing this status quo drives bias, resulting in contorted responses and decisions.
This paradox becomes apparent as comfort zones expand, change becomes unwelcome, and risk-taking diminishes. Transformational leadership approaches are replaced with approaches that resemble false empowerment and encourage safety. Organizations, driven by an inclination towards the perception of absolute safety, grapple with sluggish decision-making processes and an influx of regulations. The aversion to beneficial change stagnates growth, leading to the sobering realization that the cycle has reached a critical crossroads.
The cautionary tale here lies in the potential consequences of overemphasizing safety at the expense of progress. See “Safety Clarification” Below
Stage 7: Stagnation leads to adversity:
The culmination of the Adversity Nexus arrives as stagnation takes hold. Stifled innovation, risk aversion, and resistance to beneficial change converge to reverse the growth trajectory. The consequences ripple through various facets of endeavors, hampering problem-solving, resource allocation, and overall effectiveness.
As the cycle completes its circuit, the repercussions become undeniable. Tensions boil over, and fears of the unknown permeate. Tribalism and factional divides cement themselves. The once-abundant resources gradually dwindle as progress either halts or regresses, and the determination to maintain established norms persists, speeding the decline of resources. The remaining resources become the epicenter of conflict, giving rise to more profound adversity and hardship. In the absence of adept leadership to counteract this decline and realign with the overarching vision, the gravity of these challenges amplifies to implosion. Through chaos and struggle, the seeds of desire for beneficial change are planted. This initiates a return full circle to the initial stage.
Hypothetical Case in Context:
When someone faces career challenges and desires a better life, these difficulties become the catalyst for change. They realize that their current situation is no longer sustainable or fulfilling.
Seeking advice and guidance, they turn to a trusted friend who acts as a leader. This leader encourages them to consider retooling through education. The individual's willingness to collaborate and embrace this advice becomes the starting point for their personal development and growth.
The leader's guidance and encouragement push the individual to enroll in school, embarking on a journey to acquire new skills and knowledge. Through this process, the individual develops resilience, determination, and adaptability – qualities nurtured by the leadership they receive. As a result, they complete their degree and enter a new phase of their career, experiencing a sense of accomplishment and prosperity.
With their newly acquired skills, the individual finds stability and success in their new career path. As they prosper, a natural desire for safety and security emerges. They want to maintain their newfound lifestyle and avoid returning to the challenges they previously faced.
However, an excessive focus on maintaining their current level of safety and security can lead to complacency. The individual might become resistant to taking risks or exploring further growth opportunities due to the fear of jeopardizing their achievements.
Over time, this reluctance to step out of their comfort zone and embrace change can hinder their progress. Their industry or field might evolve, requiring new skills or approaches. If they remain stagnant, their skills could become outdated, and their complacency might lead to a decline in performance. This will likely result in being let go. However, they will attempt to maintain their current standard of living despite no longer having the necessary resources. Ultimately, this leads them back to a state of adversity similar to where they began.
In its entirety, the Adversity Nexus presents a comprehensive framework that captures the intricate interplay between adversity, leadership, growth, abundance, safety, stagnation, and adversity once again. This cycle, though nuanced and multifaceted, serves as a potent reminder that pursuing progress necessitates a delicate balance between embracing change and safeguarding against potential pitfalls.
Implications:
The Adversity Nexus provides an understanding of growth and stagnation's intricacies. It aligns with other models and cycles in some ways and helps to explain why these various phases occur. Moreover, it underscores the delicate equilibrium between embracing beneficial change and ensuring safety of any kind.
While the model's stages are clear and well-defined, it acknowledges the complexities of real-world scenarios that might deviate from a perfect cycle. Moreover, it provides insight into identifying issues and course correcting when warning signs and certain behaviors present themselves.
Similarly, this model provides opportunities to explore and study this fascinating phenomenon in many disciplines. Its applications, while plentiful, currently seem impossible to measure.
Value Proposition:
This model empowers individuals, organizations, and policymakers with a strategic perspective to adeptly navigate the dynamic currents of progress and ascertain their stance within the cycle. By acknowledging the significance of adversity, leadership, growth, and security, stakeholders are poised to shape their trajectories purposefully. This approach cultivates an environment conducive to continuous innovation and serves as a deterrent against the pitfalls of stagnation. Likewise, the model offers valuable insights and rationality regarding the kinds of cultures we cultivate, underscoring the need for careful consideration and informed choices.
In essence, the Adversity Nexus offers a comprehensive roadmap to understanding the dynamics that govern success and failure while providing the warning signs and milestones of eventual decline. It serves as a guiding compass to steer endeavors toward enduring growth, adaptability, and resilience, ensuring that the cycle remains one of progress rather than stagnation. Moreover, it provides hope for those facing adversity because, with a bit of help, progress may be upon them.
Potential Limitations of the Adversity Nexus Model:
While the Adversity Nexus model offers valuable insights into the cyclical dynamics of progress and stagnation, it's essential to acknowledge its limitations to ensure a comprehensive understanding and application. Here are some potential limitations of the model:
Simplicity vs. Real-world Complexity: The model generalizes and simplifies the complexities of real-world scenarios to explain certain phenomena. In reality, situations are often influenced by many factors that might not neatly align with the defined stages. The model's linear progression might not accurately represent change's intricate and nonlinear nature in various contexts.
Assumption of Universality: The model assumes a universal applicability across diverse situations, such as individual, organizational, and national levels. However, the dynamics of progress and stagnation can vary significantly based on cultural, societal, and economic factors, leading to deviations from the model's outlined stages.
Neglect of External Factors: The model primarily focuses on internal factors like adversity, leadership, and safety. It may overlook the significant impact of external forces such as economic trends, technological advancements, geopolitical factors, and unexpected events that can disrupt or accelerate the cycle.
Limited Exploration of Leadership: While the model highlights the importance of transformational leadership, it does not define or fully explore the negative impact of false empowerment, false leadership, or pseudo-leadership approaches, styles, and the challenges of sustaining effective leadership throughout the entire cycle. Additional warnings are provided below.
Linear Representation: The model presents a linear progression from one stage to another. However, in reality, these stages can overlap, occur simultaneously, or even be revisited. This linear representation might oversimplify the dynamic and fluid nature of real-world processes.
Assumption of Self-correction: The model assumes a natural progression from stagnation to adversity, prompting a desire for beneficial change. However, this assumption might only sometimes hold true, especially if corrective actions are taken promptly, external interventions are lacking, or events expedite the progression from one stage to another. Similarly, it is possible, in theory, that one stage might be bypassed entirely under the right circumstances. Moreover, the cycle can, theoretically, slow its progression at Stage 4 if total victory is realized.
Potential Oversimplification of the Safety Stage: The model demonstrates that emphasizing safety contributes to stagnation. However, while overemphasizing safety can lead to stagnation, some level of safety might be required. A balanced approach to risk management is crucial for sustainable growth. This is not in dispute. However, this also means that safety is a necessary evil that must be monitored and kept to a minimum. In other words, leaders must be aware that trade-offs regarding security, innovation, productivity, and well-being, while seemingly necessary at the time, will likely advance the group to the next stage to some degree.
Strategic Lack of Quantification: The model provides the stages as they occur. However, each individual, group, organization, or nation will progress at different rates and for various reasons. The model, as presented, strategically lacks the quantitative measures or indicators for assessing the progression through each stage. However, while not impossible, this can make it challenging to apply the model in a predictive or analytical manner, particularly in complex scenarios. Strategic forecasting initiatives can help, but it is recommended that the progression of each stage be measured intuitively per the details provided herein.
Safety Clarification
It must be understood that safety is more than just physical security. Throughout history, and in the context of this theory, the concept of safety has presented itself in unique ways. Each time, safety serves as a warning of impending decline and adversity on both small and large scales. This truth has been known for thousands of years.
"The desire for safety stands against every great and noble enterprise."
- Publius Cornelius Tacitus -
These attempts at safety can range from minor to major and impact individuals, organizations, and governments. It seems prudent to provide some examples of how safety might emerge stealthily. Recognizing the general theme allows leaders to navigate accordingly while also appreciating the paradoxical nature of the problem. What follows are merely a few examples of the many that could be provided. However, a theme should become evident via this examination.
It must be understood that the instances presented herein are merely a glimpse into the myriad of possibilities. Accordingly, leaders must understand that most of these dangers were not fully recognized until after the damage had already been done. While these examples are insightful and demonstrate the point, it must be understood that it is the instances that we cannot currently imagine that we should be on the lookout for. Accordingly, leaders must consistently regard safety as a perpetual "red flag."
Examples of the Safety Paradox in Context:
Personal Risk Aversion: Organizations and individuals often become risk-averse due to a fear of failure or negative consequences. This can prevent them from pursuing innovative ideas or ventures that might have the potential for significant growth.
Personal Comfort Zones: Staying within one's comfort zone is a typical response to safety concerns. People may resist stepping outside familiar territory, inhibiting their willingness to embrace new ideas or technologies.
Bureaucratic Red Tape: Excessive regulations and bureaucratic procedures designed to ensure safety can become burdensome and slow down decision-making processes, hindering progress and adaptability.
Legacy Systems: Businesses or institutions that heavily invest in existing systems may refrain from adopting new technologies or processes due to the perceived risk of disrupting established operations.
Technological Stagnation: In industries where safety concerns are paramount, such as nuclear energy or aviation, stringent safety regulations can lead to technological stagnation. Fear of potential accidents might deter the exploration of new, potentially safer approaches.
Resistance to Disruption: Established industries facing disruptive innovations may resist beneficial change to protect their current market positions. Oil and gas companies' resistance to alternative and innovative energy sources such as hydrogen is an example of this phenomenon.
Medical Innovation Hurdles: In medicine, lengthy and rigorous safety testing procedures can delay the introduction of groundbreaking treatments and technologies, potentially depriving patients of life-changing advancements and medications. Enzybiotics are an excellent example of this one.
Environmental Regulations: While environmental safety is crucial, the paradoxical truth is that overly strict regulations typically discourage industries from adopting cleaner technologies due to concerns about compliance costs.
Educational System: A rigid focus on safety and conformity in education discourages experimentation and hinders the development of critical thinking and innovative problem-solving skills in students. As a result, students become risk-averse and typically stick to well-defined paths as adults.
Workplace Emotional Safety: In an effort to maintain a safe and comfortable work environment, some organizations might implement strict content censorship programs. While intending to prevent offensive or inappropriate content, these programs inadvertently discourage open discussions and limit the exchange of diverse ideas. Employees might refrain from discussing controversial or unconventional topics to avoid triggering the sensitive, leading to a lack of intellectual diversity and innovative thinking within the workplace.
Detrimental Government Structures: In certain political systems emphasizing collective safety, economic security, and equality, there's a propensity for extensive regulation of economic activities. While this aims to ensure resource equity, it inadvertently hampers entrepreneurship and innovation. Centralized control discourages risk-taking and diminishes incentives for ambitious pursuits due to concerns about wealth redistribution and curtailed private enterprise. This fosters state dependency and establishes conditions that can lead to various negative consequences, from minor issues to more severe occurrences such as democide.
Preservation of Power: Governments attempting to safeguard their power risk many potential issues, including fostering isolationism, impeding diplomatic relations, facilitating anocracy, consolidating power, and curtailing individual freedoms under the pretext of maintaining security. However, this attempt increases instability and tensions while reducing trust and loyalty.
Excessive Product Safety Regulations: While ensuring product safety is important, excessive regulations can hinder product development and market entry. Stricter safety standards drive up compliance costs, particularly for smaller businesses, making it difficult for new players to enter the market with innovative ideas. This reduces competition and stifles innovation, as only well-established companies with the resources to navigate regulatory hurdles can introduce new products.
Cultural Avoidance of Risk: Societies prioritizing emotional or physical safety and security generally develop a cultural aversion to risk-taking. This attitude can range from educational pursuits to entrepreneurship, with individuals reluctant to start new businesses due to fears of failure. As a result, the economy begins to stagnate as the lack of risk-taking leads to limited business growth, job creation, and innovation.
Suppression of Expression: Governments or institutions prioritizing safety might implement strict controls on personal expression. This can lead to the suppression of dissenting viewpoints and alternative perspectives, stifling societal or organizational debates and hindering the emergence of new ideas that challenge the status quo. This is usually a sign of impending tyranny.
These examples illustrate how safety can manifest in ways that limit innovation, growth, and prosperity across various aspects of society. While security is important, one must understand how safety initiatives might present and hinder outcome achievement. Moreover, to understand this model, they must understand the paradoxes safety provides and the contexts associated with safety’s aftermath.
It's important to note that safety measures usually aim to prevent harm and ensure well-being. However, these examples highlight the potential downsides when safety concerns are taken to extremes or when they become the primary focus to the detriment of progress and innovation. Ultimately, leaders must be aware that over-emphasizing safety manifests in ways that stifle innovation, growth, and prosperity, ultimately doing the opposite of the intention. Balancing safety with a willingness to explore new ideas and take calculated risks is vital to achieving both safety and advancement.
Change Clarification
There are several ways one can view change. However, it should be noted that not all change is created equal and not all change is necessarily positive. Regarding this theory, there are two broad perspectives to consider: Beneficial Change and Deleterious (detrimental) Change.
Beneficial Change refers to any alteration, modification, or transformation that attempts to achieve positive outcomes that are aligned with the established long-term goals and vision. It typically involves implementing strategies, practices, or initiatives that enhance efficiency, effectiveness, competitiveness, or overall well-being. Beneficial changes are changes that contribute to the realization of the vision, mission, goals, and strategic objectives. Ideally, these changes can result in improved productivity, increased profitability, enhanced employee morale, group cohesion, etc., and the ultimate fulfillment of the agreed upon vision.
Deleterious Change represents any change or shift that has a detrimental impact on well-being, sustainability, or alignment with established long-term goals and vision. Deleterious changes can arise from poor decision-making, mismanagement, external factors, or unforeseen circumstances and often lead to negative consequences such as decreased performance, financial instability, loss of reputation, or a simple deviation from the established vision. Likewise, even when intentions are positive, a change may be deleterious when a new agenda or initiative contradicts the established vision but is imposed upon the group without that group’s consideration, input, or buy-in.
It's important to acknowledge that when contrasting visions are at play, a change can be perceived as beneficial by one party while appearing deleterious to another. The vision serves as the crucial differentiator in such cases. To clarify, beneficial changes propel and strengthen the pursuit of the long-term vision, while deleterious changes hinder progress and introduce risks to achieving that vision. An example of this complexity might be someone with ulterior motives proposing a change that benefits their agenda, but is deleterious to the established vision. Hence, it is imperative that evaluators conduct a thorough assessment of both the change and the vision to ensure they seamlessly align. In this context, clear and widespread awareness of the vision within the affected group becomes paramount.
We should always strive to adapt to beneficial change, and in most cases, resist deleterious change. However, a profound comprehension of the established vision is pivotal for identifying and mitigating deleterious changes, and for resolutely resisting any deleterious changes proposed or imposed. To discern the nature of a change, a simple yet powerful question to ask is, 'Does this (idea/process/agenda/etc.) bring us closer to or pull us further away from our vision?'
Mitigation Potentials
It is challenging to address a problem that has not been correctly identified. This model attempts to help identify placement and progression at each stage while also helping to identify cause, effect, and potential resolution. History repeats and suggests that the progression is predictable. Accordingly, this model can help individuals prolong beneficial stages by avoiding the identified progression triggers.
Evidence from the legacies of exemplary leaders like Thomas Jefferson, Gandhi, Dwight Eisenhower, Susan B. Anthony, and Martin Luther King Jr. underscores that the empowerment of followers with a profound understanding of prevailing challenges and the endowment of strategic tools to navigate adversity outweigh the emphasis on mere safety enhancements. These leaders harnessed the transformative potential of shared vision, enabling their followers to confront risks with informed resolve.
Providing individuals and communities with tools and skills to build resilience can help them navigate adversity more effectively. Education on coping mechanisms, stress management, and emotional intelligence can be crucial in developing resilience.
Investing in leadership development programs focusing on ethical leadership, effective communication, and vision orientation can help identify and nurture authentic leaders who genuinely strive for beneficial change. Creating mechanisms for transparency and accountability in leadership can help mitigate the risks associated with pseudo-transformational leaders. Regular assessments and feedback loops can keep leaders aligned with the vision.
Fostering a culture of innovation within organizations and communities encourages continuous improvement and adaptability. Encouraging experimentation, valuing diverse perspectives, and rewarding calculated risk-taking can drive growth. Emphasizing collaborative decision-making can harness the collective wisdom of teams and stakeholders. This approach can lead to more informed decisions and inclusive growth strategies. Balancing progress with responsible resource management is critical.
Education is of utmost importance. Education initiatives should include continuous examination of the vision. Promoting awareness about the potential consequences of unchecked growth, stagnation, and change can also help maintain a balanced perspective. Educating individuals and organizations about the long-term effects of their actions can encourage responsible decision-making. Historically speaking, a thriving society values education, recognizing its pivotal role. Accordingly, it is incumbent upon society to guarantee comprehensive education in alignment with individual aspirations. The investment required for this endeavor will pale compared to the potential consequences of the emergence of oppressive rulers and privileged classes. Encouraging ongoing learning and development, even during periods of abundance, can counter complacency. This mindset of growth and adaptability can help maintain a forward-thinking approach.
The rule of law and accountability for all must be a focus. However, laws, rules, and regulations should not become too plentiful or cumbersome, and selective enforcement should be avoided entirely. Safety is important, but it should not stifle innovation. Encouraging a culture that values calculated risk-taking while maintaining certain safeguards can prevent excessive caution. Refuse the temptation to exchange freedom for the illusion of security. Regularly assessing the balance between safety and progress can help organizations and communities identify when they are sliding into stagnation. Flexibility and adaptability should be maintained even while striving for safety.
During periods of stagnation, adaptive leadership becomes crucial. Leaders who can identify signs of stagnation and pivot strategies accordingly can help prevent the slide into adversity. Historical examples of how societies have overcome adversity can provide valuable insights into strategies for recovery. This knowledge can guide decision-making during challenging times.
Addressing the challenges and complexities outlined in the Adversity Nexus framework requires individual, organizational, and societal efforts. Striking a balance between growth and safety, fostering ethical and transformational leadership, and maintaining a commitment to innovation and resilience are vital components of navigating this cyclical framework successfully.
Additional Considerations:
Total victory refers to an unequivocal and comprehensive success achieved in various contexts such as games, competitions, wars, or struggles. It signifies the complete and decisive overcoming of opponents, adversaries, or challenges and where adversaries no longer exist. It must known that this is a temporary state, as new opponents, adversaries, or challenges will emerge from constant change.
A leader’s approach is critically important. Therefore, one must differentiate between effective and ineffective methods. Like many aspects of leaderology, the model demonstrates the need for critical examination and reflection regarding the seemingly paradoxical drivers of inefficiency and failure.
It is imperative to acknowledge that the propagation of spurious leadership doctrines and methodologies typically yields the derailment of desired outcomes. Similarly, the efficacy of leadership remains contingent upon its firm foundation in reality. Furthermore, any approach that disregards the overarching vision and instead emphasizes safety warrants rejection.
Strategies and tactics founded on aspects of identity, traits, or intrinsic characteristics should be avoided. Equally cautioned against are Laissez-Faire approaches, which excessively prioritize individual requisites and sentiments at the expense of organizational or collective vision. In alignment with this perspective, approaches characterized by idealized, immeasurable, nebulous, dichotomous, and soft-skill frameworks should be rejected. Similarly, careful consideration is essential regarding methodologies that overly emphasize emotional or psychological well-being at the potential expense of overarching vision and tangible outcomes. Guided by Pareto's Principle and enhanced by Plato’s warning regarding the masses, an approach's popularity serves as a valuable caution and reminder that popularity and familiarity don't universally equate to precision and accuracy.
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Use of the Adversity Nexus is permitted with proper citation.
© 2023 | Dr. David M Robertson (Updated 9/24/2023)
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