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HANG TEN! Surfing Over Waves of Disruption

Updated: Nov 6, 2021


Photo by Giovanni Astorino Khadjou Sambe of Senegal is one of the first members of Black Girls Surf.

 

Change in itself is the greatest challenge facing all organizations. The disruptive nature and rate of change that we are currently experiencing are unprecedented.


Moore's Law, Rapid digitization, and Increased connectivity create “Waves of Change” impacting every aspect of civilization, including education, politics, economy and wellness. We are more likely to see another covid-19, not in 100 years but quite possibly 50 years or less.


Particularly as the 4th industrial revolution emerges, and we approach the rebalancing of minds and machines, products and platforms, the core, and the crowd faster, we must take seriously how we navigate this new paradigm as individuals and organizations.


Enough evidence shows us that The simple answers to this complex problem are to become Adaptive to Change and develop the Technical Skills required to execute effectively in a new paradigm. You have to innovate and transform... re-engineer if you will.


In some ways, it's about placing more, smaller bets. Broadening one's horizons of potential as an organization and an individual. Central to the idea is putting oneself on a continuum of learning, being open to learning, and enjoying learning.


You can't stop change; you can only learn and adapt to change. That is the only answer in a world of V.U.C.A (volatility, uncertainty, complexity, ambiguity). That being said, learning is not about downloading or transacting information.


The inability to recognize and celebrate learning as individuals and organizations is what I believe gives organizational change projects a poor reputation. They like to train you.


Change efforts focused on process and technology is easy to do, easy to measure, easy to point to. Perfect for bureaucracy, yet a Harvard Study says "internal leaders’ skills sets don’t match the needs during change – Disconnected" & "managerial capacity to implement it [Change] has been woefully underdeveloped.”


For me, simply, it's because the persons' subjective reality is being missed in the whole conversation. Individuals need to have the resources, support, and the will to change!


THE JOURNEY OF INDIVIDUAL TRANSFORMATION


On the journey of transformation, people experience three moments of truth:

  1. Process Change - Alignment, Perception, and Capabilities

  2. Respond to change - Victim or Agent

  3. Experience the Change - Attitude, Motivation, Resilience


When working with our clients on transformation projects, we often introduce them to work presented by Dr. Elizabeth Johnson. Essentially, she describes that you have to set up and step back as the leader of a firm! I would then add-in, but you don't step away!



An enhanced view of Elizabeth Johnson change model
J curve Suppression model


Meaning

Step Up:

  1. Provide clarity - Why the change needed, why now, what will the outcome be etc.

  2. Create Alignment - What you say when you meet people for coffee. What are they agitating for in meetings? Are you consistent in driving for the change? What you do, are you role modelling the change you asked for? Are you making conscious efforts to participate in change? Are there times in your calendar each day dedicated to the change? Signalling to the team and open the door to discuss change? As an agent of change, is alignment be resourced: budget and human resources, are you getting the right people to support the change? Measuring the change, setting KPI’s and metrics aligned to the new change


Step Back:

  1. Allow managers to focus on it; they need some slack to adjust. leaders need to give it some time to take form

  2. Display consistency in behaviour; leave it alone.


You step back, not away. Leverage a system by where you Support in:


  1. Developing Capabilities – Provide stakeholders with the transformation-related skills to manage any disruption or change

  2. Focus on Individuals – Treat people as humans who need unique support through the process.

  3. Support Leaders & Teams – Internal resources can not be expected to be change specialists; provide support with specialty resources/change guides as needed or required.

We are human beings, social creatures. Re-engineering one's mind or transformation requires support.



‘Walking with a friend in the dark is better than walking alone in the light.’

- Helen Keller


When we talk about adapting to change and developing the skill sets to succeed in this new paradigm, we’re talking about one's behaviour changes. Behaviour change requires the rewiring of our brains.



EXPLORING NEUROPLASTICITY


Neuroplasticity is the brain’s ability to change itself constantly by creating new neural pathways and losing those no longer used. Encouraging the brain’s neuroplasticity is the key to sustained adult learning and emotional intelligence, which will help the brain remain open-minded, intuitive, and overcome biases throughout adulthood.

i.e. being adaptable


Research shows that the principles of neuroplasticity increase the effectiveness of leadership development. We are all leaders, and it is applicable regardless of one's title or role in an organization. Using neuroplasticity as a leader can help you as an individual and an organization grow in capacity, recognize potential, and improve productivity and efficiency.


The success factors are:

  • Raised Awareness

  • Focused Attention

  • Deliberate Practice

  • Accountability

In summary, change is inevitable. Like Alvin Toffler said, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn. ” We have nothing to fear; humans have 300,000 years of experience adapting to change. Think abundantly, assist others around you to do the same. And enjoy the ride, HangTang!

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