4 Steps To Becoming More Adaptable To Change
Ask unusual questions when seeking for new answers, else you get the usual answers.
Push yourself to think what’s surprising, what you are ignoring and what you thing might be of use. Different questions open you up to new possibilities and create a more flexible, agile mind-set.
SIMILAR ARTICLES & IDEAS:
A meta-skill is a high order skill that allows you to engage with functional expertise more effectively.
It magnifies and activates other skills and is a catalyst for learning and building new skills faster.
Skills are temporary; meta-skills are permanent.
Learning a second language gives you a skill, a learned ability. A meta-skill, on the other hand, is your ability to learn new languages. Developing that meta-skill, makes it easier to learn a third or a fourth tongue.
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."
There is a significant relationship between competitive profit gains and diversity.
Companies with gender, ethnic and racial diversity are at least 15 percent more likely to experience above-average financial returns.
Recognize the Connection Between Innovation and D&I. Diversity and inclusion increase innovation and reduce business risk.
The concept of cognitive diversity focuses on diversity of thinking and is composed of four dimensions:
Blame and biases — such as hindsight bias — give us a convenient story about what happened in any negative situation. To the extent that a story feels comfortable, we believe that it's true but when we get to that convenient point we stop learning.
Skipping the learning process alleviates the discomfort of dealing with complex systems, but it costs in the long-term because you ignore the context of the incident and don’t address areas of fragility.
Most companies conduct postmortems at a project’s end to analyze and outline the factors that contributed to its failure. But this reflection, examination and evaluation might not be as useful as most wait for failures to conduct them and stop the analysis once the guilty are identified.
Failures don't happen frequently enough to learn at the rate that’s needed to really thrive in a competitive environment. Learning reviews, on the other hand, aim to gather information and can be conducted after each experiment or iteration allowing improvements regardless of successes.
To extract a full account of the incident, remove blame and punishment on an organizational level from your retrospectives. You get there easier by reducing the fear and biases that creep in during the investigation of failures, and by choosing reconciliation and immunity over retribution.
Often, the conditions that lead to the negative outcome would still be there even if you removed the guilty individuals. And if the guilty are fired, you lose those who are better placed to help you learn from the incident.