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Mastering Turbulence: The Essential Capabilities of Agile and Resilient Individuals, Teams and Organizations by John W. Selsky, Joseph McCann

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chapter FIVE

Building and Sustaining Awareness

As early as 2005, NYU professor Nouriel Roubini, along with a few other nay-saying Cassandras, had been speaking to anyone who would listen about what he saw as a great looming financial disaster precipitated by housing speculation and credit. Few listened until it happened, and Roubini moved from Cassandra to Oracle status (Mihm, 2008). Despite reports from various intelligence groups that Islamic terrorists were filtering into the United States and that attacks using commercial aircraft were possible, 9/11 happened anyway (Eldridge, Ginsburg, Hempel, Kephart, & Moore, 2004; Watkins & Bazerman, 2003). In both instances, information was present for organization decision makers that was not acted ...

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