December 14, 2010
“Future shock” happens when people can no longer adapt to change without beginning to slip on quality, productivity, and safety standards.
If they calibrate it appropriately, leaders of nimble organizations can intentionally use future shock to help foster the organizational agility they prize so highly. But how can something dysfunctional by nature be such an asset?
December 7, 2010
Today, I’m starting a new series on the nimble organization. As change facilitators, we run the risk of being so focused on helping our clients with their individual change endeavors that we fail to prepare them for the changes that haven’t even been identified yet. When this happens, we unintentionally keep them in a strictly reactive mode instead of helping them also get ready for ongoing disruption. Every organization shows patterns of mindsets and behaviors that reflect how well they can adjust in order to remain successful. These patterns run on a continuum from “constrained” to “nimble.” How does your client measure up?