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The theory of 'antifragility' challenges the traditional understanding of resilience in business organizations by suggesting that organizations should not merely withstand shocks and volatility (resilience), but should actually improve and grow stronger from them (antifragility). Traditional resilience in business is about survival and maintaining the status quo in the face of adversity. Antifragility, on the other hand, sees shocks and volatility as opportunities for growth and improvement. It suggests that businesses should embrace randomness and uncertainty, as these can lead to more upside than downside.
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Most people assume that the opposite of "fragile" is "robust," or some similar word implying resilient; but resilient items do not change or improve. In fact, there is no word for the opposite of fragile—the best we can come up with is something like "unharmed." Instead, let's use the word "antifragile." The resilient resists shocks but stays essentially the same, while the antifragile gets better after a shock; it loves randomness and uncertainty. Anything that has more upside than downside from a random event or certain type of shock is antifragile; fragile is the opposite.
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Have you seen great ideas or apparently-solid organizations fail because of some random event or unexpected shock? Does your organization spend signif...
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