FROM THE EDITORS

摘要

In a world of constant change, relentless movement, and unsettling ambiguity, leaders must find the best ways to deal with uncertainty, both on individual and enterprise levels. It's clear that effective thinking leads to effective action, and many of the articles in this issue provide guidance in that crucial area. It's important to develop accurate and meaningful mental models of your world, according to Lee G. Bolman and Terrence E. Deal. Although these models go by many descriptions, here they are referred to as frames. They write that a "frame is an amalgam of beliefs and assumptions that you carry in your head to help you understand and negotiate some part of your world." In order to make sense of the "VUCA (volatile-uncertain-complex-ambiguous)" world we're living in, leaders must employ multiframe thinking. They elaborate on their four different frames: structural, human resource, political, and symbolic. These provide different ways of looking at the world, providing leaders multiple perspectives for understanding and dealing with a variety of situations.