Organisational and strategic resilience are generally linked to the vibrant vision and ability of organisation to innovate and adapt in the ever changing environment. 'Generative doubt' may be a useful technique but it is not considered as a key competence for the CEO's.

The abstract of the paper suggests that generative doubt, organizational slack and mindful engagement are the key condition for resilience. To me generative doubt means concentrating on "what if".. This behaviour at times could grasp the incoming problems/dangers and helps to explore the innovative ways for solving problems. Agreed with Riaz that this is not only the competence for the CEOs, because CEOs would require lots of experiences.

In a complex world, nothing is more dangerous than "I know it all", perfect rationality and complete information is a myth, that most CEO will not admit to. Much less ignorance. Hence "I don't know"- bounded rationality, is not only a redundancy that is mainly "satisficing instead of optimizing", it serves to ultimately enhance adaptive decision-making, and to  innoculate CEOs from groupthink and "all the king's men" that are the usual cause of the "Humpty Dumpty" effect- too smart for one's own good. However knowing that "I don't know" will still not save CEOs from the "unknowable", which is a black swan event by definition.

Article Risk analysis and Black Swans: two strategies for de-blackening