Individual adaptability to constant organisational changes is the new competitive advantage and the new skill of the future. ARE YOU READY TO ADAPT?

Increasing competition, globalisation, hi-tech changes, financial disruption, changing workforce demographics, and other factors are forcing organisations to change quickly and differently than ever before.
In the last issue we looked at the first of three components of the change process, that can complement the approaches used by practitioners in influencing brain adaptability when faced with organisational change. In this issue, we look at the rest of the components.

  1. An apparent need to “create a developing platform” meant to motivate employees via implied motivation triggers.
    The need to create activities at work that can trigger a series of outstanding and positive response among the employees.
    This can motivate employees to change positively, making them ready to accept change since they have been part of the change decision making process. In an internal organisational environment, developing or creating a change platform is making sure that the employee is motivated towards meeting their organisation’s goals, as such; their motives towards change will not only create an overwhelming desire for change but also increase ease of working.
  2. Leading the change from the bottom of the organisation where many (versus a few) individuals are readily and actively involved in change.
    Similarly, driving change from the bottom can trigger mixed reactions, especially from the low tier employee; in most cases, they are not considered in the decision-making process. It inspires them to confidently include thoughts opinions and needs to better navigate the organisation’s social world. This does not mean all their needs will be catered for, but as the brain controls thoughts – by creating a safe environment to process these thoughts collectively we can start appealing and influencing employees’ thoughts. These include certainty, status, relatedness, fairness, and autonomy, the foundation of the SCARF Model. If out of synch, these five components have always seen to have positive studies to activate the same positivity actuated by emotional and psychological motives, like happiness.
    This does not in any way diminish the role of leadership in driving change – however, the brain, being a social organ and requiring stimulation and connection to survive and thrive requires supportive relationships to stimulated positive emotions.

Keeping all the above factors on the check, let’s come up with an idea we haven’t explored before. There is a need to think about change differently.
• As a start, we need to think about human resources differently, not as merchandise to be pushed and thrown around but as a source of robust and real competitive advantage.
• The next step is not to see change as a perpetual crisis, but as a chance to better equip and prepare organisational shakeups as a standard/usual mart of the organisation, and as an opportunity to grow and develop personally and professionally.

We agree that one source of insight towards organisational change may be the field of neuroscience. The study of the brain will help deliver primary insights that can be used in the real world and, perhaps, increase people’s understanding of better ways to manage human resources and performance through creative methodologies. With the right mindset and resources, the above initiatives will not only change the organisational change process but also offer real-time change experience.

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