Whilst continued uncertainty can undoubtedly be a cause of unease and tension, it can also serve as a compelling catalyst in the development of a more robust organisational skill set – one which embraces change and reflects the powerful philosophical notion of ‘when nothing is certain anything is possible’.
In this month’s Hot Topic, we explore the power of adaptability and consider the ways in which we can start the new year with a new attitude to help create a more positive and adaptive workplace culture.
Somewhere Between Exploration and Exploitation: Creating an Adaptive Space
In our continued pursuit to become an adaptable organisation, there is one important word we must learn to embrace: ‘tension’. As leaders and managers, we must continually work towards enhancing the dynamic capabilities of our working teams, by first reflecting on our own internal processes and finding ways to navigate the precarious adaptive space between exploration (e.g. encouraging new ideas, diverse thinking, and continual learning) and exploitation (e.g. sticking to plans, adhering to rules and establishing routines).
In the attempt to effectively manage this adaptive space, there are a multitude of tensions we must seek to alleviate:
1. Closeness versus Complementarity – As we have evidenced in previous editions of the Hot Topic, bringing together individuals from diverse backgrounds can prove hugely advantageous in enhancing our creative potential and idea generation. Nonetheless, diversity can prove to be a fertile ground for conflict to flourish. As such, we must continually assess our team’s composition and find harmony through promoting closeness as well as highlighting the merit of complementarity (e.g. the power of differing viewpoints and world perspectives).
2.Innovation versus Production – In attempting to create an adaptive space, we must remain mindful of our two main, often conflicting, objectives: (1) the need to innovate and (2) the need to produce. In line with these demands, we must strive to maintain balance between providing opportunities for risk taking, experimentation, play and flexibility, whilst also utilising existing knowledge, skills, and processes to produce outcomes based on processes of refinement, choice and efficiency.
3.Passion versus Discipline – Passion fuels intrinsic motivation, commitment, and excitement towards our work, whilst discipline channels effort and ideas into quantifiable results. It is important that organisations recognise that passion alone can create chaos and burnout, and excessive discipline can stifle creativity and innovation. Consequently, we must learn to embrace the concept of paradoxical thinking, in which we work to cultivate the positive aspects of these incongruent characteristics, so that we can achieve outstanding performance.
The Layers of Adaptability
Adaptability is an enduring process which requires active participation from every level of the organisational hierarchy. Before we can truly call ourselves an adaptable organisation, we must first consider and attempt to positively influence the following:
The Ecosystem
The adaptable organisation champions an open and purpose-driven ecosystem, in which everyone adopts the role of an ‘active sensor’ and actively searches for the latest changes and developments regarding competitor movements, customer demands, potential collaborators and the trends of the wider community.
The Organisation
When operating in a stable environment, traditional organisational hierarchies can help maintain order and balance, however, when we are forced to adapt to changing circumstances, we must have the courage to abandon our respective silos and adopt more informal structures, whereby we can draw upon the expertise of individuals across the breadth and depth of our organisation.
The Team
An adaptable organisation appreciates individual performance, which can be enhanced through an effective team composition. Through developing a clear understanding of each team’s vision and the unique skillsets of individuals within these teams, we become better positioned to achieve our organisational objectives. To maximise the effectiveness of adaptable team performance however, three specific conditions must be satisfied: (1) Shared mission and driven outcomes; (2) Iterative and enabling processes such as fast feedback loops and intelligent data-driven decision making; and (3) Psychological safety, including high levels of trust, accountability, and team ownership.
The Leader
The adaptable leader must serve as an inclusive orchestrator and be able to empower, energise and connect individuals across the whole ecosystem. In addition, the adaptable leader must be able to demonstrate and encourage vulnerability, through encouraging openness and authenticity, whilst also empowering those around them to engage in autonomous decision making and positive risk taking.
The Individual
Many employees are intrinsically opposed to change and adaptation. Consequently, it is important we get them to acknowledge and appreciate that the ability to function within increasingly complex, cross-functional roles and silos is a key skill which will help further long-term career progression. The initiation of talent programmes will also help further this progression.
Action Point
Which of the above elements do you feel most important to address in order to develop greater levels of adaptability within you own organisation?