A few years ago, my dear friend Stowe Boyd An important question is raised about the future of work and business transformation. His goal is to directly articulate (r)change led by those who want change within the organization, and to expose (and motivate) those who don’t. This is the subject of my extensive research over the years. In fact, I recently published “Manifesto of the Digital Change AgentsHelping those fighting for change learn the art and science of human change. I want to share his questions and my thoughts with you here. I hope it helps you!
Stowe Boyd: All of us — even the most discerning ones — are always somewhat out of touch with the exact state of the world we live in. However, in times of dramatic change, the level of disconnection across the company can increase significantly. Leaders who spend their time with senior employees, commit to future-proof plans, and try to speed up adaptation to change are likely to be more Employee perceptions are out of sync.
I’m looking for a reflection on the core idea: what a company can tolerate is less than perfect alignment of goals and strategies. To what extent is it possible, beneficial or desirable? When does creative and fruitful dissent turn into rebellion or anarchy?
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Cognitive and philosophical dissonance exists at every level of every institution. Even the orchestras don’t always communicate or agree partisanally, but operationally, they are high. People still struggle in their own dysfunctional ways to achieve independent or collective goals that work in the short term.
As the old prophecy said, “May you live in interesting times.” Today, it’s hard for anyone to argue that we’re not living in an interesting, barely-descriptive age of the world. Part of the current reality is that we are witnessing rapid technological and social development. I call this Digital Darwinism, not only are times changing, but so are markets, human behavior, values, preferences, etc. The question, however, is to what extent discord affects operational performance and potential in the age of digital Darwinism. If technology and society continue to evolve, do businesses operate consistently enough to make progress, or to divisive or even diverge in communication, purpose, and Will the effort slow down or completely hinder competition?
I think what we’re seeing in the disruption of businesses, governments and societies around the world illustrates why organizations need to elevate the humanities to the C-Suite. What has worked in the past is what has functioned in the past. Digital Darwinism has no bias. You either adapt or you don’t. With many executives either caught in a shock to the future and/or busy delivering value to shareholders or stakeholders on a quarterly basis, the ability to lead digital transformation or innovation is limited by the day-to-day runaway. touch. But that’s still no excuse. Times, tastes and behaviors change. Ignorance plus arrogance can only equate to irrelevance.
What we’re really talking about is not just dysfunction, but the need to really change and evolve mindsets and beliefs in order to survive and thrive. We can all attest that it is easier to reject the need for change than to accept it. It’s only natural that people want to see a convenient lie not an inconvenient fact. But all things will come in time. It’s a matter of survival for accessories.
None of us see the world as it is, we see it at the center of everything. Psychologists will show you all the reasons why organizations work, but why many organizations fail to perform well in times of disruption. Whether it’s cognitive bias, validation, bias, frequency illusion, the lack of orchestrated harmony suffers from a lack of new vision, leadership, and purpose in times of dramatic change and uncertainty.
In every institution today, there are those who believe that new perspectives and approaches are needed to make progress. Like digital illiteracy and a lack of human empathy, dissent runs rampant throughout the organization. Unfortunately, people who are pseudo-ignorant or totally ignorant are more organized than those who do not believe in the current mission and the activities that result from it. But with structure comes power and influence.
If you’re waiting for someone to tell you what to do, you’re on the wrong side of innovation. It’s not about sparking resistance, it’s about rallying people around the greater good of everyone inside and outside the organization. Like all great orchestras, evolution and even revolution require a conductor. Not everyone will see or agree with the need for change. But those fighting for change “woke up” and became increasingly inspired and resilient. It doesn’t matter if they are successful in the organization. Darwinism will do what it has always done. Dissonance either favors progress or regress. In either case, it is the resilient person who finds a way to be patient.
