“We believe the real secret sauce in looking to the future and staying agile lies in your organization’s openness and receptivity to new possibilities.” -via Focused, Fast & Flexible
As times change, so do the abilities and skillsets that once defined us as individuals and organizations. We are finding more and more that what was relevant today, is often irrelevant tomorrow. The increasing pace of change is teaching us that learning and unlearning will become a much more natural part of who we are and what we do if we are to avoid what many see as a world being defined by “accelerated obsolescence.”
To avoid approaching this concept of constant learning and unlearning in a reactive and often antiquated manner, we will have to be much more proactive in the depth and breadth of the idea flow that we funnel through and determine to curate forward as individuals and organizations. We will have to stretch and pull from sources beyond our current circumstances if we are connect these dots forward in much more imaginative, creative and innovative ways.
Which means we will also have to become much more agile and adaptive in our learning and unlearning ability, understanding when a linear approach suffices…and when a pivot is necessary and needed to avoid stifling and pushing our systems, organizations and individuals into disorder and dysfunctional structures and processes.
Inability to have awareness beyond our current circumstances will limit the depth and breadth of the dots that will be necessary and needed to connect our way forward proactively through a much more volatile, uncertain, complex, and ambiguous world of “accelerated obsolescence.”
Creating this environment of constant learning and adaptability will not only require new dots to be connected, it will be a defining ability and skillset of today’s modern leaders.
Drawing from a depth and breadth of models and drivers will allow us to not only connect these dots more relevantly, but allow us to proactively face the turbulence brought on by the pace of change in a much more dynamic and positive manner, both for our individuals and organizations.
As we look to add more breadth and depth to the dots we connect, The AGILE Model may be one of those models and drivers that may be worth exploring as a proactive approach to keeping pace with the now disruptive speed of change that we now face. According to Horney and O’Shea in their work Focused, Fast & Furious, “In The Agile Model, agility for organizations, teams and leaders is driven by five critical abilities: Anticipating change, Generating confidence, Initiating action, Liberating thinking and Evaluating results.”
Here are a few snippets that Horney and O’Shea provide in their book, Focused, Fast & Furious on defining those AGILE drivers:
- “The ability to anticipate change requires you to pay systematic attention…you must have effective processes for visioning, sensing and monitoring.”
- “The ability to generate confidence requires you to address issues related to how your people feel about their capacities…you must have effective processes of connecting, aligning, and engaging.”
- “The ability to liberate thinking requires you to assure that your organization has the means to originate and incorporate new ideas…creating a supportive environment to build capacity and energy for innovation.”
- The ability to evaluate results requires you to align vision to action…acquiring the knowledge and facts necessary to learn from and improve the actions you and your organization take.”
All of which allow us, both as individuals and organizations, to remain more agile and adaptive in how we approach our work, our processes, our structures and our systems.
However, in the end…
If we are unable to effectively consider our current ways of doing and being and not determine why a change would be of a benefit, then our ability to learn and unlearn no longer serves an advantage as much as it adds to the current disorder and dysfunction that tends to bury our organizations in stasis and status quo.
Seeing beyond our current circumstances, engaging ideas and concepts that provide new dots in often unknown spaces, allows us the ability to not only make our organizational environments for our individuals more creative and innovative, but provides the impetus to remain more relevant in the face of the unrelenting pace and speed of change that has been thrust upon us.
In being open and receptive to new possibilities, we find that we can learn to outpace a world dominated by “accelerated obsolescence.”