How to Overcome Your Fear of the Unknown

人類對(duì)未知的恐懼與生俱來。這就是為何不確定性在宏觀層面（全球經(jīng)濟(jì)、衛(wèi)生或地緣政治危機(jī)），和微觀方面（比如我會(huì)得到那份工作嗎？這家企業(yè)會(huì)成功嗎？我是否走上了正確的職業(yè)道路？）都會(huì)讓人傷腦費(fèi)神，甚至神經(jīng)衰弱的原因。然而，這種直覺反應(yīng)導(dǎo)致人們錯(cuò)過了一個(gè)關(guān)鍵事實(shí)：不確定性和可能性是同一問題的兩個(gè)方面。

Humans are wired to fear the unknown. That’s why uncertainty—whether at the macro level of a global economic, health, or geopolitical crisis or at the micro level (Will I get that job? Will this venture be successful? Am I on the right career path?)—can feel nerve-racking, exhausting, and even debilitating. However, that gut reaction leads people to miss a crucial fact: Uncertainty and possibility are two sides of the same coin.

回想最讓你引以為豪的成就，改變?nèi)松臅r(shí)刻，以及讓生活變得有價(jià)值的人際關(guān)系?？梢钥隙ǖ氖牵@些都發(fā)生在一段不確定的時(shí)期之后——這段時(shí)期，你可能會(huì)感到壓力巨大，但仍然堅(jiān)持不懈，最終完成了偉大的事情。

Consider the achievements you’re most proud of, the moments that transformed your life, the relationships that make your life worth living. We’ll bet that they all happened after a period of uncertainty—one that probably felt stressful but that you nevertheless pushed through to accomplish something great.?

今天的英雄都有類似故事。羅莎·帕克斯（Rosa Parks）拒絕讓座時(shí)面臨著巨大的不確定性，于是引發(fā)了蒙哥馬利巴士抵制運(yùn)動(dòng)，并為廢除種族隔離鋪平了道路。埃隆·馬斯克（Elon Musk）和團(tuán)隊(duì)著手徹底改變電動(dòng)汽車并推動(dòng)世界走向更加環(huán)保的未來時(shí)，幾乎每個(gè)人最初都認(rèn)為，他們會(huì)失敗。如果他們懼怕不確定性，就不可能取得突破。

Our modern-day heroes all have a similar story. Rosa Parks faced great uncertainty when she refused to give up her seat, igniting the Montgomery bus boycott and paving the way for desegregation. Nearly everyone initially thought that Elon Musk and his team would fail when they set out to revolutionize electric vehicles and push the world toward a more environmentally friendly future. They couldn’t have achieved their breakthroughs if they had been afraid of uncertainty.

不確定性不會(huì)讓人失去思維或活動(dòng)能力。過去的十年中，我們研究了很多已經(jīng)能夠熟練駕馭不確定性的創(chuàng)新者和變革者，回顧了對(duì)不確定性進(jìn)行適應(yīng)和容忍等主題的研究。結(jié)果很明確：我們都可以熟練地管理不確定性，讓自己有能力、自信地踏入未知領(lǐng)域并抓住機(jī)遇。以下四個(gè)原則可以幫你做到這一點(diǎn)。

Uncertainty doesn’t have to paralyze any of us. Over the past decade we have studied innovators and changemakers who’ve learned to navigate it well, and we’ve reviewed the research on topics like resilience and tolerance for ambiguity. The findings are clear: We all can become adept at managing uncertainty and empower ourselves to step confidently into the unknown and seize the opportunity it presents. Applying the following four principles will help you do that.

1. 重建形勢(shì)

1. Reframe Your Situation

大多數(shù)人厭惡損失。多項(xiàng)研究表明，人們構(gòu)建事物的方式會(huì)影響決策方式。例如，如果對(duì)一種新疾病的治療效果進(jìn)行兩種不同的表述：95%有效和5%無效，那么即使兩者在統(tǒng)計(jì)學(xué)上完全相同，人們也會(huì)更喜歡前一種表述。每一次革新、每一次變化、每一次轉(zhuǎn)變——無論是個(gè)人還是專業(yè)性，都會(huì)伴隨潛在的優(yōu)勢(shì)和劣勢(shì)。盡管大多數(shù)人會(huì)本能地關(guān)注后者，但也可以改變這種心態(tài)，并減少我們的恐懼。

Most people are loss-averse. Multiple studies demonstrate that the way you frame things affects how you make decisions. The research shows, for instance, that if one treatment for a new disease is described as 95% effective and another as 5% ineffective, people prefer the former even though the two are statistically identical. Every innovation, every change, every transformation—personal or professional—comes with potential upsides and downsides. And though most of us instinctively focus on the latter, it’s possible to shift that mindset and decrease our fear.

我們最喜歡的一種做法是由紐約大學(xué)的詹姆斯·卡斯（James Carse）教授開發(fā)的“無限游戲”方法。他建議：不要再將你正在玩的“游戲”的規(guī)則、界限和目的，即你負(fù)責(zé)的工作和項(xiàng)目、正在從事的職業(yè)道路，視為固定不變。這會(huì)讓你產(chǎn)生一種非贏即輸?shù)男膽B(tài)。這種心態(tài)中，不確定性會(huì)加劇焦慮。相比之下，無限玩家將不確定性視為游戲的重要組成部分，它不僅增加了驚喜和可能性，而且使他們能夠挑戰(zhàn)自己的角色和游戲參數(shù)。

One of our favorite ways of doing this is the “infinite game” approach, developed by New York University professor James Carse. His advice is to stop seeing the rules, boundaries, and purpose of the “game” you’re playing—the job you’re after, the project you’ve been assigned, the career path you’re on—as fixed. That puts you in a win-or-lose mentality in which uncertainty heightens your anxiety. In contrast, infinite players recognize uncertainty as an essential part of the game—one that adds an element of surprise and possibility and enables them to challenge their roles and the game’s parameters.

當(dāng)然，當(dāng)不確定性來襲時(shí)，我們通常需要進(jìn)行重建。以艾米和邁克爾為例。夫妻兩人都是職場(chǎng)人士，養(yǎng)育四個(gè)孩子。2017 年，由于邁克爾的工作需要，他們從美國(guó)搬到法國(guó)生活。疫情開始后他的職位被裁，接著，最初向他承諾工作機(jī)會(huì)的公司開始拖延。2020年7月，艾米和邁克爾計(jì)劃飛回美國(guó)，但直到離開的前三天，他們?nèi)匀粵]有找到工作，甚至沒有住處。家人和朋友一直都在確認(rèn)他們的情況，連孩子們也對(duì)他們大聲疾呼：“你們是最糟糕的父母！你們?cè)趺茨懿恢牢覀兘酉聛硪ツ睦铮俊?/p>

Of course, when uncertainty is forced upon us, we often need help reframing. Consider Amy and Michael, a professional couple with four children who moved from the United States to France in 2017 for Michael’s job. When the pandemic started, his position was eliminated, and then companies that initially promised him job offers started stalling. In July 2020, Amy and Michael were scheduled to fly home to the United States, but three days before they left they still didn’t have jobs or even a place to live. Family and friends were asking for updates, and their teenagers harangued them: “You are the worst parents ever! How can you have no clue where we’re going next?”

起飛前兩天，艾米在午餐時(shí)向我們透露，邁克爾找到了一份工作，但家人都不希望他接受?！拔覀儜?yīng)該接受這份工作嗎？”她說出了心中的疑惑?！拔腋杏X我們好失敗?！蔽覀児膭?lì)她重新計(jì)劃。她和邁克爾展示出了堅(jiān)韌和勇敢，不斷探索所有可能的方向，并堅(jiān)持正確的做法。他們的孩子非常幸運(yùn)，因?yàn)檫@對(duì)父母勇氣可嘉，知道自己真正想要什么，并且一直等待它的到來！最終，這對(duì)夫婦帶著好奇心和勇氣回到美國(guó)，夏天結(jié)束時(shí)，他們都找到了自己喜歡的工作，并且在一個(gè)有趣的地方買到了有待翻新的房子。

Two days before their flight, Amy confided to us over lunch that Michael had been offered a job, but neither of them wanted him to accept it. “Should we just take the bird in hand?” she wondered aloud. “I feel like we are such losers.” We encouraged her to reframe. She and Michael were showing resilience and bravery by exploring all possible next steps and holding out for the right one. How lucky their kids were to have parents bold enough to know what they really wanted and wait for it! The couple returned to the States with curiosity and courage and, by summer’s end, had both found jobs they loved as well as a fixer-upper home in a fun location.

2. 為新風(fēng)險(xiǎn)做好準(zhǔn)備

2. Prime Yourself for New Risks

雖然創(chuàng)新者經(jīng)常談?wù)摬淮_定性，但如果你深入研究，就會(huì)發(fā)現(xiàn)一些奇怪的習(xí)慣。保羅·史密斯（Paul Smith），一位以大膽的色彩組合而聞名的設(shè)計(jì)師，在旅行時(shí)，總是住在同一家酒店或同一個(gè)房間里。我們研究過的其他人每次乘坐航班時(shí)都會(huì)預(yù)訂相同的座位，遵循相同的早晨活動(dòng)，或者穿著一樣的衣服。史蒂夫·喬布斯 (Steve Jobs) 一生都喜歡穿黑色高領(lǐng)衫。

Although innovators often talk about eating uncertainty for breakfast, if you dig deeper, you discover some curious habits. When Paul Smith—a designer known for daring color combinations—travels, he always stays in the same hotel, often in the same room. Others we’ve studied book the same airplane seat for every flight, follow the same morning routine, or wear the same clothes. Steve Jobs had a lifetime supply of black turtlenecks.

這些習(xí)慣都可以提供平衡。通過減少生活中某一部分的不確定性，可以幫助你在其他部分忍受更多不確定性，例如許多人依賴于長(zhǎng)期穩(wěn)定的關(guān)系。連續(xù)創(chuàng)業(yè)者薩姆·雅岡（Sam Yagan）是《時(shí)代》雜志評(píng)選的最具影響力的100人之一、Match.com前CEO。他解釋說：“我最好的朋友來自初中和高中。我娶了高中時(shí)的戀人。鑒于我在工作中會(huì)遇到很多模棱兩可的事情，所以在生活其他領(lǐng)域?qū)で蟮牟淮_定的東西確實(shí)更少一些。”

All those habits provide balance. By reducing uncertainty in one part of your life, they prime you to tolerate more of it in other parts. Some people ground themselves with steady, long-term relationships, for instance. As the serial entrepreneur Sam Yagan, one of?Time’s 100 most influential people and the former CEO of Match.com explains, “My best friends are from junior high and high school. I married my high school sweetheart. Given how much ambiguity I traffic in at work, I do look for less in other areas of my life.”

你還可以通過了解自己天生厭惡或喜歡的風(fēng)險(xiǎn)類型，為不確定性做好準(zhǔn)備?？梢詤⒖枷旅孢@個(gè)例子：內(nèi)森在硅谷讀博士學(xué)位，蘇珊娜創(chuàng)辦了一個(gè)尚未盈利的服裝生產(chǎn)線，他們撫養(yǎng)著四個(gè)孩子，仍然依靠學(xué)生助學(xué)貸款生活，住在校園里。一天午餐時(shí)，內(nèi)森對(duì)他的導(dǎo)師蒂娜·西利格（Tina Seelig）說：“面對(duì)現(xiàn)實(shí)吧，如果我足夠勇敢，就會(huì)成為一名企業(yè)家，但我不是一個(gè)冒險(xiǎn)者?！?/p>

You can also prime yourself for uncertainty by getting to know the kinds of risk you have a natural aversion to or an affinity with. Case in point: Back when Nathan was pursuing a PhD in Silicon Valley and Susannah had started a clothing line that wasn’t yet making money, we had four children to support and were still living off student loans in a few hundred square feet of on-campus housing. At lunch one day, Nathan told his mentor, Tina Seelig, “Let’s face it, if I really had any courage, I would become an entrepreneur, but I’m just not a risk-taker.”

蒂娜表示不同意。她解釋說，風(fēng)險(xiǎn)有多種類型：財(cái)務(wù)的、智力的、社會(huì)的、情感的、身體的等等。從內(nèi)森的情況來看，通過追求穩(wěn)定的學(xué)術(shù)生涯來避免財(cái)務(wù)風(fēng)險(xiǎn)，同時(shí)仍然要承擔(dān)智力風(fēng)險(xiǎn)，是一個(gè)謹(jǐn)慎的選擇。一條重要的經(jīng)驗(yàn)是，了解自己能夠很好承受風(fēng)險(xiǎn)的類型可以幫你明白，從哪里可以更大膽地進(jìn)入前沿；了解自己不能承擔(dān)哪些風(fēng)險(xiǎn)可以助你做好準(zhǔn)備，這樣，你就可以更有信心地接近它們。

Tina disagreed. She explained that there are many types of risks: financial, intellectual, social, emotional, physical, and so on. In Nathan’s situation, avoiding financial risk by pursuing a stable career as an academic—while still taking intellectual risks—was a prudent choice. The important lesson is that knowing which risks you tolerate well can help you see where to push more boldly into the frontier, while knowing which you don’t will help you prepare so that you can approach them with more confidence.

同樣重要的是，你也可以通過承擔(dān)較小的風(fēng)險(xiǎn)來提升風(fēng)險(xiǎn)承受能力，即使在其他領(lǐng)域。以亞馬遜和飛利浦的前高管皮特·柯立維（Piet Coelewij）為例。當(dāng)他考慮辭職后在歐洲市場(chǎng)推廣搜諾思（Sonos，當(dāng)時(shí)還是一家初創(chuàng)公司）時(shí)，他決定去練習(xí)跆拳道。柯立維認(rèn)為自己“天生害怕進(jìn)行身體對(duì)抗”，但是嘗試跆拳道可以幫助他鍛煉肌肉，以便應(yīng)對(duì)不確定性。他說，這使他“在其他信息不完整的情況下，能夠更好地適應(yīng)風(fēng)險(xiǎn)更高的決策”?！耙坏┠闾幱诮档涂謶趾团囵B(yǎng)勇氣的循環(huán)中，你就會(huì)創(chuàng)造一個(gè)良性循環(huán)，幫助自己不斷進(jìn)步”。

Just as important, you can increase your risk tolerance by taking smaller risks, even in unrelated fields. Consider Piet Coelewij, a former senior executive at Amazon and Philips. When he was thinking of leaving the corporate track to head the expansion of Sonos—then a start-up—in Europe, he decided to take up kickboxing. Coelewij describes himself as “naturally fearful of physical confrontation,” but trying kickboxing helped him build up his muscles for dealing with uncertainty, which made him “more comfortable with higher-risk decisions in other settings with less complete information,” he says. “Once you are in a cycle of lowering fear and developing courage, you create a virtuous circle that allows you to continuously improve.”

3. 采取行動(dòng)

3. Do Something

采取行動(dòng)是面對(duì)不確定性的最重要部分之一，因?yàn)槟憧梢栽诿總€(gè)步驟中不斷學(xué)習(xí)。蒂莫西·奧特（Timothy Ott）和凱瑟琳·艾森哈特（Kathleen Eisenhardt）的研究表明，大多數(shù)成功的突破都是通過一系列的小步驟，而不是孤注一擲的巨大努力產(chǎn)生的。與立刻努力做所有事情相比，適度開始可能會(huì)更有效，引起的焦慮也更少。

Taking action is one of the most important parts of facing uncertainty, since you learn with each step you take.?Research?by Timothy Ott and Kathleen Eisenhardt demonstrates that most successful breakthroughs are produced by a series of small steps, not giant bet-the-farm efforts. Starting modestly can be more effective and less anxiety-provoking than trying to do everything at once.

當(dāng)在線服裝租賃平臺(tái)Rent the Runway的創(chuàng)始人詹恩·海曼（Jenn Hyman）和詹妮·弗雷斯（Jenny Fleiss）第一次想到在網(wǎng)上出租名牌服裝時(shí)，他們還是哈佛商學(xué)院的學(xué)生。不過他們一開始并沒有撰寫商業(yè)計(jì)劃書，籌集資金，然后盡可能快速做大做強(qiáng)。相反，他們只做了一件小事：收集整理了一些衣服，為哈佛大學(xué)校園里舉辦的一場(chǎng)盛大舞會(huì)設(shè)立了一個(gè)更衣室，直接觀察女士們是否會(huì)租用它們。然后，一次又一次的實(shí)驗(yàn)，一步邁上一個(gè)臺(tái)階，最終他們建立了一家成功的大型上市公司。

When Jenn Hyman and Jenny Fleiss, the founders of Rent the Runway, first had the idea of renting out designer dresses online, they were students at Harvard Business School. But they didn’t begin by writing a business plan, raising money, and then getting big as fast as possible. Instead they made one small move: They rustled up some dresses, set up a dressing room on Harvard’s campus before a big dance, and observed firsthand whether women would rent them. Then, one experiment after another, one step at a time, they built a large, successful public company.

有時(shí)你需要快速提高學(xué)習(xí)速度，以看清下一步該如何走。企業(yè)家們一直都面臨著這一挑戰(zhàn)。關(guān)于最有效的創(chuàng)業(yè)推動(dòng)人的研究表明，幫助創(chuàng)始人迎接挑戰(zhàn)的最佳方式，是讓他們盡快與來自盡可能多的不同背景的人交談，而不是因?yàn)閾?dān)心有人可能會(huì)偷走自己的想法而守口如瓶。優(yōu)秀的推手往往會(huì)迫使企業(yè)家在短短一個(gè)月內(nèi)結(jié)識(shí)200多人，其中一些人來自看似無關(guān)的背景。

Sometimes you need to quickly ramp up your learning to blow away the fog that obscures the view of what to do next. Entrepreneurs face that challenge all the time.?Research?on the most-effective start-up accelerators demonstrates that the best way to help founders meet it is to make them talk with as many people, from as many different backgrounds, as quickly as possible (instead of keeping their ideas to themselves for fear that someone might steal them). Leading accelerators often force entrepreneurs to meet more than 200 people, some from seemingly unrelated backgrounds, in just one month.

極有價(jià)值的意見可能來自意想不到的地方。一個(gè)新平臺(tái)致力于幫助包括宗教組織在內(nèi)的慈善機(jī)構(gòu)。最初，其創(chuàng)始人對(duì)推手安排他與《花花公子》（Playboy）營(yíng)銷副總裁共同參加反饋會(huì)議感到猶豫不決。不過，令他震驚的是，這位副總裁不僅是一位按時(shí)去教堂做禮拜的人，還給他提供了一些迄今為止，他收到過最有用的建議。

It’s not unusual for invaluable input to come from unexpected corners. The founder of one new platform dedicated to helping charities, including religious organizations, initially balked at the feedback session his accelerator had arranged with the vice president of marketing at?Playboy.?To his shock, the VP not only was a churchgoer but also gave him some of the most helpful advice he had received so far.

最后，當(dāng)你向前邁進(jìn)時(shí)，應(yīng)該專注于價(jià)值而不是目標(biāo)。戴維·海涅邁爾·漢森（David Heinemeier Hansson）是Ruby on Rails的創(chuàng)建者，是包括貝斯卡公司（Basecamp）和Hey.com在內(nèi)的多家初創(chuàng)公司的聯(lián)合創(chuàng)始人。他認(rèn)為目標(biāo)“會(huì)讓人感到壓抑”，設(shè)定目標(biāo)甚至不會(huì)起什么作用?！笆欠衲軗碛?000萬美元，不會(huì)因?yàn)槟惆阉鳛橐粋€(gè)目標(biāo)而發(fā)生。”他解釋道。

Finally, as you make your way forward, focus on values rather than on goals. David Heinemeier Hansson, the creator of Ruby on Rails and the cofounder of multiple start-ups, including Basecamp and Hey.com, views goals as “oppressive” and argues that setting them doesn’t even work. “Whether you meet $10 million or not does not happen because you set that as a goal,” he explains.

相反，如果你的目標(biāo)是實(shí)現(xiàn)自己的價(jià)值觀，對(duì)他而言，包括編寫好軟件、善待員工，以及在市場(chǎng)上行事合乎道德，那么無論世界如何反應(yīng)，你都會(huì)信心滿滿地去采取行動(dòng)，因?yàn)槟阋呀?jīng)重新定義了成功對(duì)你的意義。他說，即使一個(gè)大項(xiàng)目失敗了，“我仍然會(huì)回顧走過的這條道路——我們花了兩年時(shí)間和數(shù)百萬美元來開發(fā)這個(gè)東西，并且感覺良好?！?/p>

If you instead aim to fulfill your values (which for him include coding great software, treating employees well, and acting ethically in the market), you’ll have the confidence to make the moves you need to, no matter how the world responds, because you’ve redefined what success means to you. Even if a big project fails, he says, “I will still look back on the path—the two years and millions of dollars we spent developing this thing—and feel great about it.”

當(dāng)蘋果公司開始對(duì)他最近的項(xiàng)目Hey.com征收高昂的應(yīng)用商店費(fèi)用時(shí)，他采取了這種做法，并威脅要在蘋果公司啟動(dòng)收費(fèi)后，立即關(guān)閉新的電子郵件服務(wù)。他承認(rèn)，就連他自己也會(huì)像其他人一樣對(duì)不確定性感到焦慮。但是，他對(duì)價(jià)值觀而非目標(biāo)的關(guān)注，尤其是對(duì)科技行業(yè)公平的關(guān)注，“讓我們可以自由并全力以赴地”進(jìn)行反擊，他說。他的處境成為企業(yè)家們的焦點(diǎn)，由此產(chǎn)生的新聞自由成為“我們能夠想象到的最偉大的啟動(dòng)活動(dòng)”。

He took that approach when Apple began imposing exorbitant app store fees on his most recent project, Hey.com, threatening to shut the new email service down just after it launched. He admits that even he felt anxiety about the uncertainty, just as anyone else would. But his focus on values, rather than goals—in particular, on fairness in the tech industry—“gave us freedom to go all in” fighting back, he says. His situation became a rallying point for entrepreneurs, and the free press that resulted became “the greatest launch campaign we could have imagined.”

4. 保持自我

4. Sustain Yourself

本·費(fèi)林加（Ben Feringa）因研究分子機(jī)器的設(shè)計(jì)和合成而獲得諾貝爾化學(xué)獎(jiǎng)。在他看來，科學(xué)發(fā)現(xiàn)只有在面臨不確定性后才會(huì)發(fā)生。他說，這意味著你必須“在處理隨之而來的挫敗感時(shí)，變得很有承受力”。他的方法既包括情緒保?。ㄕ兆o(hù)情緒——就像處理身體上的創(chuàng)傷一樣，這樣它們就不會(huì)變成令人麻痹的自我懷疑或者徒勞的沉思），也包括現(xiàn)實(shí)檢查（你會(huì)認(rèn)識(shí)到失敗只是這一過程的組成部分）。

According to Ben Feringa, who won a Nobel Prize in chemistry for work on molecular machines that could one day power nanobots that repair the pipes in your house or keep diseases out of your blood, scientific discovery happens only after facing uncertainty. That means, he says, you have to “get resilient at handling the frustration that comes with it.” His approach includes both emotional hygiene (attending to emotions—much as you would a physical wound—so that they don’t turn into paralyzing self-doubt or unproductive rumination) and reality checks (in which you recognize that failure is just part of the process).

費(fèi)林加承認(rèn)，失敗是一件很痛苦的事情，他允許自己感到沮喪，即使幾天也可以。但是，隨后他會(huì)停下來捫心自問，我能從中學(xué)到什么？下一步我可以做些什么？無論他自己是否意識(shí)到，他都采用了可以幫助人們重塑挫折的多種方法中的一種，例如學(xué)習(xí)視角（你可以從他們身上學(xué)到什么）、感恩視角（你仍然擁有什么，而不是失去了什么）、時(shí)機(jī)視角（現(xiàn)在不是合適的時(shí)間，但這并不意味著以后永遠(yuǎn)不是），以及我們最喜歡的挑戰(zhàn)視角（直面障礙才能成為英雄）。

Feringa admits that failing hurts and that he allows himself to feel frustrated, even for a few days. But then he stops and asks, What insights can I take away from this? What’s the next step I can work on? Whether he realizes it or not, he’s adopting one of many lenses that can help people recast setbacks, such as the learning lens (what you can learn from them), the gratitude lens (what you still have, not what you lost), the timing lens (it’s just not the right time now, but that doesn’t mean it won’t ever be), and our favorite: the challenge lens (you become the hero only by facing obstacles).

我們研究過的科學(xué)家、創(chuàng)造者和企業(yè)家用來保持自我的另一個(gè)做法是，專注于對(duì)他們有意義的人和事。通過緊緊把握真正重要的事情，你可以渡過所有難關(guān)，包括對(duì)潛在損失的恐懼，和真實(shí)損失帶來的痛苦。

Another practice that the scientists, creators, and entrepreneurs we’ve studied use to sustain themselves is to focus on the people and things that have meaning for them. You can get through anything—not just the fear of potential losses but the pain of real ones—by holding tight to what really matters.

具備韌性、能夠承受打擊并保持屹立不倒十分重要。但我們主張：學(xué)會(huì)將不確定性轉(zhuǎn)化為機(jī)遇。所有人利用新可能的唯一途徑，就是通過未知之門。如果你認(rèn)為自己有能力駕馭它，那么這不一定是個(gè)痛苦的過程。希望你可以利用以上建議改善你與變化的關(guān)系，并且將這些方法介紹給更多人。

Resilience—being able to take a blow and stay standing—is important. But we argue for something more: learning to transform uncertainty into opportunity. The only way for any of us to tap into new possibilities is through the gateway of the unknown. And it doesn’t have to be a painful process if you believe in your ability to navigate it. Our hope is that you can use our advice to transform your relationship with change and inspire others to do the same.

內(nèi)森·弗爾（Nathan Furr）蘇珊娜·哈蒙·弗爾（Susannah Harmon Furr）| 文??

內(nèi)森·弗爾是歐洲工商管理學(xué)院（INSEAD）教授，也是《創(chuàng)新資本》（Innovation Capital）、《領(lǐng)先轉(zhuǎn)型》（Leading Transformation）和《創(chuàng)新者的方法》（The Innovator’s Method）的合著者。蘇珊娜·哈蒙·弗爾是一位企業(yè)家，公司總部位于巴黎。他們是《不確定性的優(yōu)勢(shì)》（The Upside of Uncertainty）（哈佛商業(yè)評(píng)論出版社，2022年）的作者，本文改編于這本書。

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