Please provide at least 150-word response to each student response below to continue conversation and provide new information/content. Be sure to research/cite/reference sources in each discussion.

1st Post: The decisions made today can impact what happens in the future. Uncertainty is the lack of certainty about an event. With uncertainty, the degree to which an organization is impacted can cause constraints, and in some cases, organizations will not survive with the uncertainty mindset. There can be pressure, time constraints, and limited resources, which can be seen as a disadvantage (Vanourek & Vanourek, 2012). It is important to note that risk and uncertainty are two different concepts (“
Uncertainty,” 2020). Sometimes organizations need more certainty and may be more challenging to manage, considering the constraints above. Risks can be taken, and outcomes are usually known versus the unknown with uncertainty. 

While there are various steps for a leader to take, one of those steps to help an organization deal with uncertainty is being proactive rather than reactive. There is acknowledgement that uncertainty can be hard to control globally (“
How does your organization,” 2015). However, if there is a risk management/contingency plan to quickly respond when uncertainties do occur, it could make a difference. Another step a leader can take is alignment pivoting (Vanourek & Vanourek, 2012). Sometimes plans created may fail to work, and leaders have to be willing to abandon their current plans and create new ones before opportunities are missed. This involves being action-oriented with planning and innovation. Encompassing the essential elements of shared purpose, values, and visions can allow for shaping the culture and is a step a leader can take (Vanourek & Vanourek, 2012). Leaders can think about those elements and integrate them into decisions. Knowing what the essential elements are for the organization can allow for stewardess and understanding of the long-term perspective (Vanourek & Vanourek, 2012). 

Uncertainty can cause quick decisions or reactions in the heat of the moment. Sometimes, the impact is only understood fully after the event or incident. There are calls for global uncertainty that is not under the organization’s control. Organizations and leaders should be intentional about the groundwork laid, committed to the organizational culture through triple crown practices, and think ethically when the pressure is on (Vanourek & Vanourek, 2012). 

2nd Post: Extreme uncertainty, time pressure, and resource constraints impact almost all startups and, to varying degrees, established businesses. A perfect storm is the convergence of all three constraints. The storm can cause leaders to take shortcuts and abandon the triple crown principles to focus on short-term gains. Cost-cutting measures could impact the quality of the product and sacrifice ethical practices (Vanourek & Vanourek, 2012). 

Prediction logic utilizes a known framework, tools, and data to make informed decisions and has low levels of uncertainty. There will be some uncertainty based on how well current trends are understood. Creation logic is an action-oriented approach that uses an iterative process to find the right combination to succeed in the targeted market niches. There is a higher degree of uncertainty since there is no guarantee that an iteration will lead to a successful offering before trends change, funding runs out, or other factors cause a redirect or cessation (Vanourek & Vanourek, 2012).

Uncertainty is a core part of any business and for leaders. Building flexibility allows decisions to be made with incomplete information. Transparency is vital for business leaders to interact authentically with their teams. Implement, optimize, and iterate. The first idea is rarely the best. Embrace ambiguity by having a toolkit of proven methodologies. Embrace experiential learning for continuous improvement. Utilize candid communications to build trust with peers and employees. Analyze the business state and develop worst-case scenarios and potential mitigation strategies. Additional ways to handle uncertainty include using resilient practices, value-based decision-making, thinking globally and implementing locally, leveraging core values, and being realistic about the unknown (Forbes Coaches Council, 2020).

3rd Post:  The decisions made today can impact what happens in the future. Uncertainty is the lack of certainty about an event. With uncertainty, the degree to which an organization is impacted can cause constraints, and in some cases, organizations will not survive with the uncertainty mindset. There can be pressure, time constraints, and limited resources, which can be seen as a disadvantage (Vanourek & Vanourek, 2012). It is important to note that risk and uncertainty are two different concepts (“
Uncertainty,” 2020). Sometimes organizations need more certainty and may be more challenging to manage, considering the constraints above. Risks can be taken, and outcomes are usually known versus the unknown with uncertainty. 

While there are various steps for a leader to take, one of those steps to help an organization deal with uncertainty is being proactive rather than reactive. There is acknowledgement that uncertainty can be hard to control globally (“
How does your organization,” 2015). However, if there is a risk management/contingency plan to quickly respond when uncertainties do occur, it could make a difference. Another step a leader can take is alignment pivoting (Vanourek & Vanourek, 2012). Sometimes plans created may fail to work, and leaders have to be willing to abandon their current plans and create new ones before opportunities are missed. This involves being action-oriented with planning and innovation. Encompassing the essential elements of shared purpose, values, and visions can allow for shaping the culture and is a step a leader can take (Vanourek & Vanourek, 2012). Leaders can think about those elements and integrate them into decisions. Knowing what the essential elements are for the organization can allow for stewardess and understanding of the long-term perspective (Vanourek & Vanourek, 2012). 

Uncertainty can cause quick decisions or reactions in the heat of the moment. Sometimes, the impact is only understood fully after the event or incident. There are calls for global uncertainty that is not under the organization’s control. Organizations and leaders should be intentional about the groundwork laid, committed to the organizational culture through triple crown practices, and think ethically when the pressure is on (Vanourek & Vanourek, 2012). 

4th Post: Extreme time pressure can cause traditional start-ups to pivot rapidly in response to market conditions, technology disruptions, and competitors’ actions. Established businesses generally focus on more significant trends in multi-year campaigns. A startup needs more global staffing to build extensive global campaigns (Vanourek & Vanourek, 2012). 

Established businesses can leverage time through a global workforce. If an entrepreneur worked ten or twelve hours a day, they would be non-productive for twelve to fourteen hours a day until they established marketing automation and had after-hours support. My team has members in Singapore, China, Brazil, the United States, France, and Germany. It is an integrated cross-functional team that develops a variety of multimedia digital learning experiences. The strategy managers work closely with the divisions to prioritize learning opportunities and conduct the needs analysis and scoping to hand off to the design team. The multinational design team operates from several time zones allowing projects to be worked on nearly around the clock. The event team coordinates and runs the productions in every region the corporation has a presence. By having team members worldwide, we can rapidly produce digital learning experiences for over 100,000 healthcare professionals a year. The learning experiences are implemented through coordination with marketing automation specialists and activation marketers.

The use of multinational teams allows greater productivity every week. Cross-functional teams will enable the work to be segmented to leverage time better every week. The digital learning experiences teach healthcare professionals how to use our products based on clinical evidence and best practices. Using a combination of synchronous and asynchronous delivery methodologies, the training is available 24/7.