The Future Will Be Very Different (Part 2)

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In March, responding to Mark Cuban’s comments to how Artificial Intelligence was going to change the workforce, the current Treasury Secretary, when questioned about Cuban’s comments, inferred that, “Artificial intelligence is so far in the future that it’s not even on my radar screen.  We won’t have to worry about how it affects the workforce for 50 to 100 more years.” (per Business Insider)

Which, for many, was a shocking comment, to say the least…

Especially in that it was in direct contrast to what was shared in December of 2016, in which the White House released two reports, Artificial Intelligence, Automation, and the Economy, which was a follow up to the Administration’s previous report from October of 2016, Preparing for the Future of Artificial Intelligence.  A report that indicated that “as many as 47% of all American jobs could be at risk from artificial intelligence in the next two decades.”

The following was shared in regards to these reports…

“Although it is difficult to predict these economic effects precisely, the report suggests that policymakers should prepare for five primary economic effects:

  • Positive contributions to aggregate productivity growth;

  • Changes in skills demanded by the job marked, including greater demand for higher-level technical skills;

  • Uneven distribution of impact, across sectors, wage levels, education levels, job types, and locations;

  • Churning of the job market as some jobs disappear while others are created; and

  • The loss of jobs for some workers in the short-run and possibly longer depending on policy responses.”

To add, in an article shared by Gizmodo, “According to a study by the Center of Business and Economic Research at Ball State University, 5.6 million manufacturing jobs were lost in the U.S. between 2000 and 2010.  An estimated 85% of those jobs were actually attributable to technological change-largely automation.”

While CNBC shares, “The White House Council of Economic Advisors (CEA) ranked occupations by wages and found that 83% of jobs making less than $20 per hour would come under pressure from automation, as compared to 31% of jobs making between $20 and $40 per hour and 4% of jobs making above $40 per hour.”

And it isn’t only the threat of automation and artificial intelligence that is changing work.

According to a recent article from World Economic Forum, “The days of working for 40 years and retiring with a good pension are gone.  Now the average time in a single job is 4.2 years, according to the U.S. Bureau of Labor Statistics.  What’s more, 35% of the skills workers need – regardless of industry – will have changed by 2020.”

To add to that, on the U.S. Bureau of Labor Statistics webpage, “Individuals born in latter years of the baby boom (1957-1964) held an average of 11.9 jobs from age 18-50.”

The World Economic Forum Future of Jobs of Survey adds that, “On average, by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today, according to our respondents.”

To say we live in very interesting times would be an understatement.  While some find this new world exciting and filled with possibilities for change, others see it as tumultuous, chaotic, and even a bit scary.  But one thing we can say, is that after years of incremental change, we now stand on the cusp of some very steep and disruptive shifts.  Our individuals, our organizations, our systems, our governments, and even our societies are facing some very unsteady and uncertain winds created by the pace and acceleration of change in today’s world.

Winds that are heightening our awareness of the vast unknowns emerging from this future.

And awareness of what is emerging is vital to our ability to design a better future.  Otherwise, we will continue to create larger gaps and ongoing disconnects for individuals, organizations and our systems.  We can ill afford to be overcome by the urgency and plethora of technical problems, while barely sensing, let alone keeping up with the a whole new set of adaptive challenges that are arising.

We can ill afford to face this new and emerging future overwhelmed, unequipped and unprepared.

We can ill afford to…

  • Have a lack of awareness
  • A lack of vision
  • A lack of clarity
  • A lack of communication

We can be certain that content knowledge is no longer enough for success in a world and workforce that has shifted exponentially.  A world and workforce that is facing an uncertain future from what automation and artificial intelligence might do, might create, and the affects it may have on us, our organizations, our systems, our governments and our societies.

We can ill afford to wait for these uncertainties to become certainties.  We have to determine those “unknown” skills and abilities that will help prepare our generations to come for those “unknowns” and the “jobs that are yet to exist.”

Skills that Singularity Hub share as; critical thinking and problem solving, collaboration across networks and leading by influence, agility and adaptability, initiative and entrepreneurship, effective oral and written communication, assessing and analyzing information, and curiosity and imagination.

Or as CareerBuilder would add as; adaptability, self-motivation, networking, self-awareness, and computer coding.

And the Institute for the Future’s 10 Skills for the Future Work of 2020; sense-making, social intelligence, novel and adaptive thinking, cross-cultural competency, computational thinking, new media literacy, transdisciplinary, design mindset, cognitive load management, and virtual collaboration.

“According to a 2016 Pew Research Center survey, The State of American Jobs, found that 87% of workers believe it will be essential for them to get training and develop new job skills throughout their work life in order to keep up with changes in the workplace.”

Which gives an entirely new meaning to the idea of lifelong learner…

Creative, innovative, imaginative thinking will always be valued, but we are finding that its value is expanding in an age of increasing automation and artificial intelligence.

Engaging and infusing skills and abilities into the educational world of content, better prepares our next generation for a world that is shifting and emerging through a fog of uncertainty and unknowns.  While we can never predict the future, greater awareness does allow us to forecast and better prepare for whatever is to emerge…

“However much change you saw over the last 10 years with the iPhone, over the last 20 years with the Internet, over the last 30 years with with PC’s, that is nothing.  Nothing!  Things are getting faster, processing is getting faster, machines are starting to think, and either you make them think for you or they will take your place and do the thinking for you.  That could be problematic for many people.”  -Mark Cuban via CNBC

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Intent to Adapt: (Part 2)

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“Everything starts from a problem – but not everyone faces the problem in the same way.”  -via Juan Carlos Eichholz Adaptive Capacity: How Organizations Can Thrive In A Changing World

Mike Tyson used to say that, “Everyone has a plan…until they get punched in the face.”  The reality is, every individual, every organization, is going to get punched in the face at least one time or another.  The problem is, it is happening quicker and more often in today’s VUCA (volatile, uncertain, complex, ambiguous) world.

Change is accelerating, disruption is escalating, even our foundations are shifting…

As Peter Thiel shares in Zero to One, “Big plans for the future have become archaic curiosities.”  And it is not that strategies and plans have suddenly become useless, rather it is in the inability of our individuals and organizations to adapt when our “big plans” get “punched in the face” that often renders them ineffective to the new realities they are facing.

However, the ability of our individuals and organizations to adapt relies heavily on creating the capacity in which to do, so.  But, too often, especially in times of confusion and chaos, when capacity is lacking, and when adaptability and agility is most needed, leaders will turn to authority to fill that capacity gap.  Or as Eichholz shares in Adaptive Capacity, “The disequilibrium exceeded the adaptive capacity.”

In today’s VUCA world, we cannot believe that our individuals and organizations will be spared from the confusion, chaos and disruptions of a changing world and the adaptive challenges that arise within these shifting environments.  Or that the disequilibrium and tension that these environments create will be helped by leaders creating more structures, more rules, more hierarchy, and extending more authority, in fact, the challenges will become more exacerbated.

In fact, we need leaders who are much more engaged in strategic thinking, than strategic planning…

Leaders who are intentional in creating the organizational capacity to deal effectively with the disruption and loss that many of these adaptive challenges pose and impose upon our individuals and organizations.  In times of great upheaval, the organizations that are most effective and remain most relevant don’t turn to more authority, rather they have created the internal capacity that draws on greater levels of autonomy.

When leaders have a deeper awareness of the volatility, uncertainty, complexity, and ambiguity of today’s world, they understand that any “big plan” has a much greater risk being “punched in the face” at one time or another.  And it is not in if it will happen, but when and how?  Building the ongoing capacity and autonomy of the organization allows for not only greater clarity, adaptability and agility when that “punch” comes, but the ability to carry out the ‘intent’ of those plans in the midst of the chaos and confusion that arise.

So as we carry forward with the work of building greater individual and organizational capacity to better face the adaptive challenges of today and tomorrow, I leave you with these thoughts from Adaptive Capacity by Juan Carlos Eichholz…

“But leadership is difficult to put into practice because it involves challenging people instead of satisfying them, asking questions instead of giving answers, generating disequilibrium and tension instead of providing comfort and safety, allowing differences to emerge instead of pretending that they do not exist, involving people instead of giving them instructions, and, in sum, confronting people with the problem instead of facing the problem by yourself or simply ignoring it.  All of this must be done within a strong containing vessel, one that holds people together while they are living with the complexities and losses of adaptive work.”

 

 

Connecting Dots In Real Time

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We’ve built the ship for efficiency, stability and sustainability…

The question now becomes, can we rebuild and recreate it for speed, agility and adaptability?

Have we noticed the world has changed, and not in subtle, but often exponential ways?

Are we aware that the speed and turbulence of change has and is accelerating at an unprecedented rate?

Can we see how disruptive this technological (fourth industrial) revolution has been and will be in the future?

In a world that often supports that tagline adapt or die, nothing less than organizational transformation is sufficient for survival in a world gone VUCA (volatile, uncertain, complex, ambiguous).

We cannot bury our head in the sand and believe that the disruption that stands at our doorstep will pass us by unnoticed.  The shifts are too enormous to be ignored.

If we are not careful, if we remain more lethargic than proactive to the changes we do and will face, we may find our future mirroring the Parable of the Boiled Frog.  Or as Hemingway states, “gradually, then suddenly” may very well define the discovery of just how disruptive “1” degree can shift the environment in which we exist.

The ambiguity of today’s world is leaving us awash in anxiety.  Fear and uncertainty often makes us recoil from the plethora of unknowns we face, further entrenching us in status quo thinking and doing.  The permanence of the past is an illusion in today’s turbulent and accelerated world.

We can’t conquer the ambiguity and uncertainty that this new world creates, but we can learn to adapt ourselves to it. We can learn to parallel pace this heightened speed of change by becoming more agile, in adjusting quicker and more effectively to the shifts that it provokes in our individual and organizational lives.

To attain the level of adaptability and agility necessary to deal more relevantly with these exponential shifts and the new levels of complexity that accompany them, it will ultimately require us as individuals and organizations to engage in learning that: builds greater individual and organizational capacity, is more strategic and intentional, provokes intrinsic motivation, is continuous and evolving, leverages ‘best’ practices while engaging in ‘next’ practices, creates greater idea flow through the use of internal and external collaborations and networks, is based in a want for better, while being focused on the tenets and principles of continuous improvement.

Technology isn’t just driving innovation…it’s changing our mental models and disrupting the entire ecosystem of the future.

To keep pace in this new world, we will have to become much better in connecting dots in real time, and to do this, we will ultimately find that our ability to learn, and to connect that learning in new and novel ways, becomes our best advantage.

“Though we know far more about everything in it, the world has in many respects become less predictable.  Such unpredictability has happened not in spite of technological progress, but because of it.”  -via Team of Teams: New Rules of Engagement for a Complex World

Networks: An Engine For Scaling Learning And Innovation (Part 1)

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“It is not simply the brightest who have the best ideas; it is those who are best at harvesting ideas from others.  It is not only the most determined who drive change; it is those who most fully engage with like-minded people.  And it is not wealth or prestige that best motivates people; it is respect and help from peers.”  -Alex Pentland Social Physics: How Good Ideas Spread – The Lessons from a New Science

We live in a hyperconnected world, which in many ways has provided us a wealth of access and answers to the challenges that we face, while adding new complexities to an already complex world.   In the midst of this hyperconnected world, we are seeing the rapid rise of networks, both informal and formal, serving as engines for new learning and innovation.  The Stanford Social Innovation Review shares, “With the rise of new digital media platforms and social networks, people are absorbing information at a greater velocity and from a wider set of channels than ever before; they are also using that information in new ways.”  For which they add, “Leadership has become distributed and collaborative.  The new reality is that leaders don’t lead alone.  We are all part of a much broader problem-solving network, with many high-performing organizations and individuals-public and private-working on different parts or the same problem or even the same part of the same problem.  The most influential members of the collaborative are increasingly harnessing new technology to share ideas, get real-time feedback, and build knowledge for the field.  Leaders are no longer just steering their own ship; they are helping a network solve problems with the best and must current thinking available.”

It is in this hyperconnected world that we are just beginning to see new distinctions drawn between what some term as communities and networks (communities vs. networks).  While there are distinctions between the two, the better option is in enhancing and leveraging both for better access to greater learning and innovation.  This is best achieved by engaging the AND of both communities AND networks.  As Team BE of Wenger-Traynor state, “For most groups, however, the aspects are combined in various ways.  A community usually involves a network or relationships.  And many networks exist because participants are all committed to some kind of joint enterprise.”  So, while we’ve become much more accustomed to working in “communities” of learning and practice within our organizations, the digital transformation and this hyperconnected world has led to an exponential rise and engagement in both formal and informal networks to support and infuse greater idea flow and new learning into our organizations, leading to better innovative value for both our individuals and organizations.  As Alex Pentland shares in Social Physics, “In the last few years, however, our lives have been transformed by networks that combine people and computers, allowing much greater participation and much faster change.”  

In Learning to Improve, Bryk and his co-authors build on this idea of AND, drawing on the work of Douglas Engelbart in what he termed Networked Improvement Communities (NIC).  It is in this Networked Improvement Community that Engelbart has created an ABC Model for Continuous Improvement.  As Bryk shares in Learning to Improve, there are “three interrelated levels of learning” which serves as the basis for this ABC Model.

Level-A which “represents the knowledge acquired by front-line workers as they engage in their practice.”

Level-B which is when “learning occurs across individuals within a workplace.”

Level-C which is when learning occurs “across institutions.”

This idea of an ABC Model for Continuous Improvement and Networked Improvement Communities was cast over 35 years ago by Engelbart in his assessment and determination that the “complexity and urgency [of world problems] are increasing exponentially, and the product of the two will soon challenge our organizations and institutions to change in quantum leaps rather than incremental steps.”

The one thing to realize is that most organizations, even individuals for that matter, do not operate well in all three (ABC) of these learning areas.  Engelbart shares that “most organizations operate in at least two dimensions,” which is most often Level A and B.

Which is where much of our future work in networks lies, especially since Level C work is vital to improving the learning and the innovative work of our individuals and organizations.

As Engelbart shares, “Most organizations already have all three activities going on, but the ‘C’ activity is generally pretty haphazard and the ‘B’ activities suffer accordingly.”  Whether Engelbart or Bryk’s work in Learning to Improve, we see an emphasis on the importance Level-C.

As Bryk adds in Learning to Improve in regards to Level-C learning, “It is an especially potent form of knowledge generated as ideas are elaborated, refined, and tests across many different contexts.  The development of Level-C learning is not a simple, naturally occurring extension of Level-A and -B learning.  Rather it requires deliberate organization.  It is catalyzed and orchestrated by a network hub and relies on appropriate technologies for rapid communications about insights developing across distributed sites.  Operating in this way enables a network to accelerate how it learns.”  For which Bryk adds, “When individual insights are systematically pooled, collective capabilities grow.  Moving this to Level-C learning radically speeds up this social learning process.  When many more individuals, operating across diverse contexts, are drawn together in a shared learning enterprise, the capacity grows exponentially.”

Understanding the value and importance of networks and the platform they provide for the acceleration of social learning is going to be vital to the future relevance of our organizations as we seek to improve both individual and organizational learning and capacity.  In a world of exponential shifts, the only true advantage to parallel pacing the speed of change that we are will be facing, will be found in how we enhance and improve our ability to learn, at pace and scale.

“It seems that the key to harvesting ideas that lead to great decisions is to learn from the successes and failures of others and to make sure that the opportunities for this sort of social learning are sufficiently diverse.”  Alex Pentland Social Physics: How Good Ideas Spread-The Lessons from a New Science

 

Test-Driving Our Future

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“Today we are again in the early stages of defining a new age.  The very underpinnings of our society and institutions – from how we work to how we create value, govern, trade, learn, and innovate – are being profoundly reshaped by amplified individuals.  We are indeed all migrating to a new land and should be looking at the new landscape emerging before us like immigrants: ready to learn a new language, a new way of doing things, anticipating new beginnings with a sense of excitement, if also with a bit of understandable trepidation.”  -Marina Gorbis The Nature of the Future: Dispatches from the Socialstructed World

Today’s leaders will need to become much more adept at test-driving our future, continually preparing their leadership and their organization for a much more VUCA World, one rife with…

Volatility of change,

Uncertainty of the future,

Complexity of systems,

Ambiguity of next steps.

For many, test-driving our future in a much more VUCA World will feel a lot like hydroplaning, where there is this overall sense that we have lost traction and our ability to effectively steer, brake and and retain power of control has abandoned us, while we continue to accelerate.  Leaving us with this feeling that we are sliding uncontrollably into our future.  Conditions under which we will have to make crucial decisions that will have far-reaching ramifications for the future of our leadership and our organizations.

Which will require some counter-intuity in how we steer our leadership and our organizations into this VUCA future.

Especially in this state of emergence we currently find our leadership and organizational systems, structures and processes entangled and struggling to pull free from, one of efficiency and sustainability.  This emerging effort to escape the confines of more efficiency and sustainability, to a future squarely focused on greater effectiveness and adaptability.

In the midst of the changes and transformations we are currently and will face, we would be well to remember that efficient is not always effective, and effective is not always efficient, even though the gravitational pull of the past will tell us different.  Learning to become more agile and adaptable as leaders and organizations often runs counter-intuitive to the systems, structures and processes that were created for the institutions and organizations of our past and present.

Designing different will be a necessity…

As Ray Kurzweil, author of The Singularity is Near shares, “What we spend our time on is probably the most important decision we make.”  Which will require a much more proactive approach to the future, both as leaders and organizations.  We must become much more interested in the design of things; our systems, our processes, our institutions, our organizations, and how we allow new ideas to not only infiltrate, but engage us in experimental and discovery learning that influences the next steps of that design.

We can choose to continually look forward in a linear and predictable manner…or we can learn to engage an ‘around the corner’ way of thinking and seeing our way into this future.

Because we do have a choice…

We can choose to turn into the turbulence of this unknown, volatile and accelerated future, or we can choose decelerate and pull over to the predictability and safety of the past.  For many leaders and organizations, this is a choice that has determined a future of (gain) relevance, or one of (loss) irrelevance.

It is not only the pace and acceleration of change and transformation, but how these often exponential shifts effect how we lead and our organizations operate that makes us feel like we are hydroplaning uncontrollably into the future.  Especially when we realize we cannot predict this future, no matter how hard we try.

But we can begin fore and future-cast it.  

In the midst of the complexity and turbulence that this accelerated VUCA future produces, we can become much more adept at seeing patterns and determining the disparate dots that are in need of connecting, that will lead us forward in a much more effective and adaptable way.  Seeing these patterns and dots emerge will allow us to better question and accelerate past the conventional wisdom that often keeps us confined to the same lane and same speed that we’ve always traveled.

And it begins with awareness…

Awareness of these patterns is paramount if we are to ever consider how we will begin to parallel pace these shifts, if we are to become much more adept at connecting the disparate dots that surround us.  It will be those connections that will eventually lead us forward into the future in a much more creative and innovative manner.

Change begins with a thought, it morphs into an idea, and transforms with an action.

“To be a futurist, in pursuit of improving reality, is not to have your face continually turned upstream, waiting for the future to come.  To improve reality is to clearly see where you are, and then wonder how to make that better.”  -Warren Ellis

 

Organizational Agility Requires Agile Leadership

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“As change accelerates, so does uncertainty and novelty: future threats and opportunities are harder to predict, and emerging challenges increasingly include novel elements.  Further, with the globalization of the economy and the spread of connective technologies, it’s increasingly clear that we live in a diverse planetary village where everything is connected with everything else.”  -via Bill Joiner and Stephen Josephs Leadership Agility: Five Levels of Mastery For Anticipating and Initiating Change

We live in a world that is constantly under pressure from the continual turbulence created by this accelerated pace of change and the volatility that it invokes, in our organizations, our leadership and our lives.

And it can feel very unsettling…

It’s as if everything we do, create and design now lives in a constant state of beta, especially as we discover what was urgent and necessary today has become irrelevant and unnecessary tomorrow.  Too often we find ourselves in a search for sustainability, in a world that now requires greater agility and adaptability.  Which makes the idea of continuous improvement that much more difficult in the future.  More and more we are finding that adaptability and agility are not just necessary leadership skill-sets, they are vital modern day organizational mindsets.

In the past we built the ship to sustain, now we must build it to adapt.

Unfortunately, in many ways our organizations tend to remain grounded in hierarchical ways of doing and being, steeped in traditional leadership focused linearity and certainty, so focused on providing the best answer that we have often lost sight of whether or not we are even asking the right question(s).  Reframing this will be necessary for the future of our leadership and our organizations.  Especially as Joiner and Josephs share in Leadership Agility we see that, “The pace of change will continue to increase, and the level of complexity and interdependence will continue to grow.”

We have to recognize that permanence is an illusion that today’s VUCA World no longer affords us or our organizations and willingness to proactively adapt and remain agile is necessary to create ongoing relevance.  In most organizations, we continue to try and converge to simple solutions too quickly.  Instead, we must learn, especially in the face of the turbulence created by this accelerated pace of change, to inhale the complexity and spend more time wrestling with big questions.  Which will require today’s leaders to remain learners, focused on enhancing, evolving and engaging new skill-sets and capacities.

In Leadership Agility, Joiner and Josephs discuss that “in turbulent organizational environments (leaders) exhibit four mutually reinforcing competencies:” 

Context-setting agility improves your ability to scan your environment, frame the initiatives you need to take, and clarify the outcomes you need to achieve”

Stakeholder agility increases your ability to engage with key stakeholders in ways that build support for your initiative.”

Creative agility enables you to transform the problems you encounter into the results you need.”

Self-leadership agility is the ability to use your initiatives as opportunities to develop into the kind of leader you want to be.”

As we consider and design our way forward, both as leaders and organizations, the more we enhance our leadership skill-sets and capacities the greater our ability to parallel pace the accelerated pace of change we are faced with in today’s world, the greater our ability to adapt and remain agile in the face of the turbulence created by today’s VUCA World.  The greater our relevance in a world focused on discontinuity and obsolescence.

Which is why consideration of the four competencies above increases our ability to evolve more fluidly into the future, both as organizations and leaders.

“To develop organizations that are effective in anticipating and responding to change and complexity, we need agile leaders – not just at the top but at all organizational levels.”  -via Bill Joiner and Stephen Josephs Leadership Agility: Five Levels of Mastery For Anticipating and Initiating Change

Considering An AGILE Approach Towards The Speed Of Change And Accelerated Obsolescence

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“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 “accelerate 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.”