How Fit is Your Business? Part 2 Flexibility

How Fit is Your Business? Part 2: Flexibility

In this series, we’ve already learned that keeping your business “Fit” will keep your movies agile. Agility, along with adaptability and resourcefulness are the keys to maintaining our next business performance indicator: Flexibility.

Have you developed the competence and capacity to adapt when things don’t go as planned?

Remember, strength and flexibility are interconnected.  The more flexible you are physically the more access you have to the strength of your entire muscle. However, too much flexibility without strength can lead to instability. The reverse is also a problem.

In the gym, if we only concentrate on strength, our muscle fibers shorten and limit our flexibility and range of motion (you’ve heard of the term ‘muscle-bound’), and this can lead to injury.

In business, flexibility means being able to use your core strengths to adapt to and respond effectively to both challenges and opportunities.

This is the essence of what I have come to call The Agility Shift. Without the capacity for agility, no business can sustain its relevance or results.

Practice Flexibility

Just as our bodies need intentional practices to maintain flexibility, so do our organizations. Without intention, the muscles in our bodies and our organizations will atrophy.

We can all name brands, businesses, even entire industries that allowed their success to lull them into believing that they did not need to continue to adapt and innovate. Most athletes know they are only as good as their most recent competition, and soon after an event, they jump right back into the gym.  

No matter if we are working out or planning the future of our organization, training means we are pushing performance to the next level.

How Can You and Your Organization Become More Flexible in 2018?

I highlight several ways highly flexible and innovative organizations stay that way in my books From Workspace to Playspace and The Agility Shift. It starts with a mindset shift and extends to shifts in the ways you work and do business, as well as highly adaptable systems and processes.

It starts with a mindset shift and extends to shifts in the ways you work and do business, as well as highly adaptable systems and processes.

 

One of the best ways to improve collaboration and flexibility only takes a few minutes.  Try it the next time you meet with your team. Kick off your meeting with a quick improv or agility exercise, here is one of my favorites.

Where and how do you and your team “work out” to maintain your strength and flexibility to meet the next opportunity?

How Fit is Your Business? Part 1 Strength

How Fit is Your Business? Part 1: Strength

Keeping Your Business “Fit” Will Keep Your Moves Agile!  

As you regroup and refocus on goals for the coming year, I will use fitness as both a metaphor and framework to help inspire some fresh thinking and approaches.

Illustrated by the “How Fit is Your Business?” graphic to the right, each of the next several posts will explore a new dimension of fitness: Strength, Flexibility, Balance, Speed and Mobility and Endurance.

Remember these are all necessary components of physical fitness and as you work toward your personal goals, consider giving your organizational fitness the same attention. Let’s start with Strength!

 

 

 

Strength: Do you know your strengths and consistently build on and leverage them?

As with personal fitness, organizational fitness begins with strength. The core muscles of a fit organization are:    

  • Vision, Mission, Values           

    Strength is just one of the five indicators that describe athletic, as well as workplace success. Click here for all five.

  • Core Competencies
  • Relevance

Just like the muscles in our body, our organizational strengths run throughout our entire system. Hence, strength doesn’t come to us just by purchasing a gym membership (if only it were so!), it comes from building a routine and continuous practice.

Strength alone, of course, does not amount to fitness; it must be developed along with the other aspects. If you have ever seen someone who only spends their time in the weight lifting section of the gym, you know what I mean. This is where the term muscle-bound comes from.

Focusing only on strength can literally bind your joints and inhibit your full range of motion. Strength and flexibility enhance each other. Stretching the muscles actually allows for access to the power of the whole length of the muscle fiber. Shorter muscles, would mean less strength and a smaller range of motion.  Simply focusing on flexibility without strength can lead to a total lack of stability.

Translate this to the capacity of individual leaders, teams and even entire organizations and the same is true: Only focusing on one or two core competencies (e.g. efficiency) without learning continuously to stay relevant to the changing needs and opportunities in the market limits your ultimate competitive strength.

Consequently, being overly responsive without attention to your core strengths can quickly lead to organizational instability.

If you have not already identified your strengths and core competencies, NOW is the perfect time.

 

The activity outlined below can be an individual reflection, or a more comprehensive growth opportunity for your team or entire organization. Start with an appreciative reflection on this past year and ask:

 

  •      When was I or were we at our best? (When were we best engaging our talent and having the biggest impact?)
  •      What was happening?
  •      What were we doing, thinking and feeling?
  •      How did we work together or tap our resources for the greatest impact?
  •      What contributed the most to our success?

Next, give yourself time to reflect on your answers and, if you are doing this as a team or organization, provide a chance for team members to interview their colleagues and compile their responses into themes.

Finally, with your strengths in hand, generate ideas for how you can be more intentional in developing and building on these strengths in the new year.

For example, if one of your strengths is cross-departmental collaboration and communication or working with strategic partners, how might you improve on this in 2018?

Agile Organizations Are Fit Organizations – How Fit is Your Business?

How Fit is Your Business?

Halloween, Thanksgiving, Holiday Parties, oh my! The fall and winter months are truly an indulgent time of year.

Really it’s no wonder that by New Year’s Eve “getting fit” is often the first thing on our minds!

As a result, many of us, make time to check in on personal health and well-being. I’ve found that it’s   effective to ask similar questions about our businesses and organizations.  You likely have  a vision, a mission, and proven values but is your organization truly fit for the year ahead?

Health and Fitness is the Key

The World Health Organization defines health as “a state of complete physical, mental and social well-being, and not merely the absence of disease” (2006).  Fitness is variously characterized as a healthy balance of strength, flexibility, balance (at least for most athletes), speed and/or mobility, and endurance.  It turns out, these same characteristics lead to fit organizations!

Many day-to-day business responsibilities and operations are routine, but in order to be prepared for the unexpected and unplanned, we must constantly scan the environment for new opportunities and challenges.  

Keeping Your Business “Fit” Will Keep

Your Moves Agile!  

Get Well. Stay Well.

The connection between individual and organizational health is more than a metaphor. All you need to do is think of a time when you let your own health and well-being practices slip. Perhaps you were in a stressful period of work, or recent travels disrupted your exercise routine and healthy eating habits.

While we might be able to ride out such a disruption for a short time, we all know that longer stretches can create bad habits and take a toll.  In the long term, attending to our health and fitness prevents illness, injury, and maintains mental and emotional health.

In other words, we might be able to maintain our performance over a short stretch—to meet a project deadline, respond to a crisis, or get through a significant disruption—but our capacity to perform long-term demands requires constant attention to our organizational fitness, just as does our personal health and fitness does.

The Common Denominator is Performance!

 

Over the next few weeks I will share more about how these five key indicators describe athletic, as well as workplace success and how, as we kick off a new year with positive intentions and new possibilities, you can attend to both. In previous posts, I refer to these as intentional practices.

From Personal Fitness to Organizational Fitness

In the graphic above I introduce a few ways each of the dimensions of physical fitness extend to organizational fitness.

Each of the fitness indicators are interrelated. If you have ever witnessed someone  spend all of their time in the weight lifting section of the gym, you know what I mean. This is actually where the term muscle-bound comes from.

Focusing only on strength can literally bind your joints and your ability to have a full range of motion. Consequently, strength and flexibility enhance each other. Stretching the muscles actually allows for access to the power of the whole length of the muscle fiber. Shorter muscles, mean less strength and a smaller range of motion. While only focusing on flexibility without strength can lead to a total lack of stability.

 

Translate this to the capacity of individual leaders, teams and even entire organizations and the same is true. Only focusing on one or two core competencies without continuously staying relevant to the changing needs and opportunities in the market limits your ultimate competitive strength. At the same time, being overly responsive to changes in the market without attention to your core strengths can quickly lead to organizational instability.

In the coming weeks, I will take a closer look at each of these dimensions of fitness and link them to more Make Shift Happen practices to help you improve your organizational fitness and reach your business goals.

 

 Let’s Make Shift Happen in 2018!

What will it cost you NOT to be AGILE in 2018?

What will it cost you NOT to be agile in 2018? Here’s what to do about it!

Welcome to the new year! Full of possibilities, new goals and initiatives. Speaking of new initiatives: in working with organizations, I am often asked to help make the business case for improved agility to ensure buy-in from leadership, the board and across the organization. The case is compelling and I’ve detailed it in my recent book and a number of previous articles, as well as in every keynote and workshop I give.

The case includes studies that show a strong relationship between organizational agility and sustained results (which, of course, is the ultimate metric for agile success). In my workshops, I regularly invite participants to identify their own industry or even role-specific ROI for agility. We start by asking: What will be improved if you or your team/organization were more agile?

 

Many respond with variations of examples I have already shared, such as increased market share and improved time to market. Others struggle to identify specific success indicators. When people struggle to identify what could be improved, I have found it often helps to flip the question and ask: 

 

What will it cost you NOT to be more agile?

 

Or what will you lose if your competitors are more agile than you in 2018? It may be helpful to answer this question in 1, 3, 5 and 10 year increments. While indicators like market share and time to market are still at risk, flipping the question might also unearth more costs.

Here are just a few candidates:

  • Brand relevance
  • Ability to attract and retain top talent
  • Customer satisfaction/loyalty
  • Overall competitiveness
  • Profitability

Depending on your industry, you will likely find that within a few years not becoming more agile is actually an existential threat . 

 

Determining the potential cost or benefit of becoming more agile in 2018 is more than an intellectual exercise. It is an opportunity to engage the passion and commitment necessary to sustain agile practices across the enterprise.

 

In the Harvard Business Review article that previewed his still influential book, Leading Change (1996), John P. Kotter identified not establishing a great enough sense of urgency as the number one reason change efforts fail. Unless your ability to be agile is elevated to an urgent strategic priority, your likelihood of success is minimal.

The good news is that for those that develop this sense of urgency, the success rate may be as high as 75% (Kotter, 2006). As you look ahead to all you want to create and accomplish in the new year, take time to engage your colleagues’ hearts and minds in the urgent need to develop organization-wide competence, capacity and confidence to execute your strategy with agility.

Kotter, J. (2006). Leading change: Why transformation efforts fail. Harvard Business Review, Best of HBR, 2006 (1710), 1-10.

 

 

Need help becoming more agile in 2018?

Contact Pamela Meyer About Consulting

Through a wide range of consulting services, Meyer Creativity Associates, led by Pamela Meyer, Ph.D., will help you improve your organization’s results.

#MondayMotivation – Keeping Your Team Agile in the Fourth Quarter

#MondayMotivation – Keeping Your Team Agile in the Fourth Quarter

 #MondayMotivation two tiny little words that really hit home on a morning in December. With 4th quarter coming to a close the year’s end is certainly not all holiday parties and gift exchanges. For many of us, it means motivating our team to work long hours, reviewing a year’s worth of data, and creating plans for the year ahead.

 

How do we stay motivated to get the job done with pine scented, green and red distractions on every corner?

One way is to spend time thinking about what your team or business has done well over the last year. Create a list of strengths and achievements, and make time to celebrate and brainstorm how you can build on your success. Want more ideas?  Try downloading one of my favorite agile team meeting activities.

 

The new year is a great time for team development.

When planning for next year, consider agile teams can learn, adapt, and innovate in the midst of change all while using their available resources. How responsive is your team? How prepared are they to handle the uncertainty and or complexities of the New Year?

As you begin to answer these questions, consider there is now compelling research to support the business case for making agility a strategic priority for organizations across a diverse range of industries and roles. 

How Do We Grow Agility?  

  • Continuous Learning   Assessment and often re-assessment will provide your team with regular information and the time to regroup and adjust.
  • Fluid Communication –  Open channels of communication across all job functions and levels of authority.
  • All In Context –  Create an environment where teams feel empowered to respond in the moment.

To learn more read my blog Three Lessons From (and for) Agile Teams or reach out via the contact form below.

Now Accepting 2018 Engagements.  Book by December 29 to assure 2017 fees! 

Meyer Creativity Associates designs and delivers custom programs to develop your workgroup, department, or entire organization’s competence, capacity and confidence for innovating, learning and positively responding to change.  

          Our list of services and approaches includes:

Contact Pamela About Working With/Speaking to Your Team?

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Give the Gift of Agility

Give the Gift of Agility

There can be no doubt, the holiday season is upon us! I’m certain that many of you, like myself, are currently sorting through a barrage of shopping bags and cyber sales, and like me, you find yourself in search of a meaningful gift for each person on your list.

After a year of great work, I particularly enjoy recognizing colleagues, mentees and team members with a token of my appreciation. I’ve found gift cards, customized coffee mugs and stylish office supplies were appreciated (if only for the thought), but having worked with many colleagues for years, I sometimes needed a fresh idea.  This year I’ve been thinking about ways to give the gift of agility.

Here are four ideas that might fit the bill for your colleagues and team members:


Give a Stretch Experience

Offer to cover the cost of a stretch experience up to a set amount. The only guideline being that it offers a chance for your team members to venture beyond their routine and do something that scares them.  Afterward have them share their experience and lessons learned with the rest of the team.

 

 

Give Improvisation  

Improv classes are a great way to help people out of their comfort zones. While having fun and building their confidence your team will expand their ability to think and collaborate on their feet. In the Chicago area, check out the Training Center at CSz Chicago http://www.cszchicago.com/training-center/, or many other great options near you.

 

Give The Agility Shift to Your Team

Share a book on business Agility that you’ve enjoyed. Your colleagues and team members will appreciate you sharing a book that has impacted your own professional development. Don’t stop there, everyone loves a party; include an invitation to your first Agile Book Club gathering. Bringing the team together for a book and/or journal club is a great way to build community, generate ideas and reinforce a culture of collaboration and resource sharing. I can recommend reading The Agility Shift as a fun and engaging way to kick off the series! http://pamela-meyer.com

 

Give the Gift of Giving Back 

One of the most rewarding ways to give is when you see the immediate impact of your gift in your community in a way that reinforces your values. This year Meyer Creativity Associates is supporting the values of innovation, arts and youth education with a donation to The Albany Park Theater Project. If you already have a relationship with a non-profit or community organization, identify their current needs and organize a gift to help them meet those needs. Better yet, organize a volunteer day or afternoon to support the organization as a team. Not sure how to find the right fit? You can identify a volunteer opportunity in the Chicago area by checking out https://www.chicagocares.org or find an opportunity anywhere in the US at https://www.volunteermatch.org.

What gifts are you giving this year to recognize your colleagues’?

Do What Scares You

After a busy fall working with leaders in a wonderful range of organizations here and abroad, I am waxing my skis and getting ready to head to ski racing camp in Colorado tomorrow.

This will be my third year in a row. I blocked the dates and sent in my deposit as soon as camp was announced—not because it is comfortable or even fun, at times it is, but the real reason I started going and continue go is because it scares me.

Followers of my sporadic blog posts know that I returned to ski racing, a somewhat delusional passion from my Iowa youth (I seriously thought I could be a contender!), after a birthday that ended in “0”. I skied every chance I could as a teenager—park district bus trip to Wisconsin (I’m on it!), University of Iowa ski trip to Colorado that they foolishly opened up to area high school kids (I went on it!), weekend trips with my parents to Midwest resorts and the occasional Colorado ski vacation (I planned the rest of my life around it).

The Racing Bug

Somewhere along the way, I got bit by the racing bug and also starting racing in as many Midwest USSA division races as I could get to, which included road trips to Minneapolis to race at Buck Hill, long before Lindsay Vonn was born!

Coming back to skiing and ski racing when most of my friends have long since hung up their long underwear has taken a lot more commitment. When I was younger, it was easy to round up a group of adventurers willing to give it a go—many clad in their Iowa overalls.

These days, it is much harder for me to find friends who want to head down the hill on two waxed planks, let alone into the cold. It was this challenge that led me to explore more organized ski activities, including racing clubs and camps.

With a great recommendation from a friend and former ski instructor, I found my way to Dave Gregory’s Peak Performance Ski Camp that he holds each November at Copper Mountain and summers at Mount Hood, Oregon.

Now, as I pack up for my third trip, I have a little better idea of what to expect, and yet, the apprehension has not lifted. Did I train well enough? You can never be too fit for racing. Will I crash? No question. Will I get hurt? Always a possibility. I still go because it still stretches me. It still scares me—not in a “why again am I jumping out of this airplane?” way—but in a way that pushes me out of my comfort zone, physically, socially, mentally.

Accepting the Challenge

This year it took, even more, commitment and intentionality as I had major surgery over the summer and had to make a concerted effort to recover, rebuild my strength and confidence. It has given me even greater respect for athletes such as Lindsay Vonn who have had countless setbacks in their careers and yet come back, again and again. They make the effort and put in the work to return to peak performance, even when they have every invitation to use the latest injury to make a graceful exit from the competition.

My experience in life and especially these last few years, helping leaders, teams and organizations become more agile is that doing what scares you is where the learning is.

Getting Out of the Comfort Zone

Being a little (and sometimes a lot) out of my comfort zone is where the growth and where new confidence is built. One of our race coaches says, “If you never crash, you aren’t trying something new. You aren’t learning!”

I have realized I can’t very well travel the world talking  about The Agility Shift and helping leaders be more effective in the midst of the unknown, if I am not challenging myself to do the same.

This post is for leaders who are charged with helping your team, department or organization become or sustain your competitiveness in volatile conditions, and for those of you who see the value of becoming more comfortable being uncomfortable in your life and work.

As we move into the holiday season, which is often associated with cocooning, being cozy with friends and family (which is a wonderful way to recharge our spirits), I invite you to also look for the opportunities that lie ahead that scare you. It doesn’t have to be ski racing, or even a physical challenge. Maybe it is just accepting an unexpected invitation before you start over-thinking it, go ahead and say, “yes!” sign up, and jump in. Maybe I’ll see you there!

What are you doing/might you do that scares you?

 

 

Intentional Agility – Don’t Leave Agility to Chance

In the past several years working with organizations that want to be more agile and innovative, I have noticed a common theme: Those that are successful don’t leave their agility to chance.  Agile leaders, teams and organizations intentionally and consistently maintain a mindset, behaviors and practices that enhance their capacity to respond effectively to unexpected challenges and opportunities.

I have outlined a number of these practices in past posts that focus on individual (http://pamela-meyer.com/be-more-agile-in-2016/) and team agility http://pamela-meyer.com/how-to-help-your-team-and-yourself-be-more-agile/ .

If You Are Not Challenging Yourself, You Are Not Changing

The best way to ensure you and your organization are maintaining and expanding your capacity for agility is echoed in the heading above. The slogan is regularly shouted out during the spin classes and boot camps I (sometimes reluctantly) take to maintain my own fitness and physical agility. The boot camp coaching, however, applies well beyond the gym.

The blessing and curse of the human (and by extension) organizational condition is that we tend to default to our comfort zones and routines. Even experiences that were once a stretch (such as a challenging workout) can become a comfortable routine over time. This is why learning agile leaders are constantly seeking out new stretch experiences and are always acquiring new skills and knowledge.

The bottom line is that sustained performance over time, the truest indicator of agility, takes regular, intentional practice.

You would not expect to become a contender in a tennis tournament, 5K race or even weekend softball league while reclining on your couch, any more than you can expect to compete in an ever-changing marketplace by resting on past successes.

Want to assess your current capacity for agility and discover the best place to put your time and resources?

Take the Agility Shift Inquiry: http://www.theagilityshift.com/

What intentional practices do you employ to maintain and expand your ability to respond to new opportunities and challenges?

Learning Agility: What? So What? And Now What?

In the 21st century we find ourselves in the midst of VUCA (Volatility, Uncertainty Complexity and Ambiguity). The term was originally coined by the United States Army War College to describe changing conditions on the battlefield. It is now widely used as the acronym for the reality of everyday life and work.

To be effective in changing contexts, we need to develop new capacities and competencies. Perhaps the most important of these is Learning Agility. In this short blog post, I will introduce the concept (What?), comment on its importance (So What?) and share a few ideas for how you can begin to develop your own and others Learning Agility (Now What?).

What?

Learning agility is the ability to learn and adapt in changing contexts (Mitchinson & Morris, 2012). In their study of more than 190 executives’ significant learning experiences, Management researchers McCall, Lombardo and Morrison (1988)identified the key to success within a complex organization: the ability to manage something new without having to master it first (p. 34). Learning agility is not simply the ability to think on your feet, it is the ability to access and apply lessons learned in one context to another.

So What?

It turns out that being competent, even excellent, in your current role is a weak predictor of your potential for success in a new, more challenging role. In fact, according to research published by the Corporate Leadership Council (2005), only 30% of an organization’s current high performers have the potential to rise to and succeed in broader, senior level, critical positions. A 2010 study by the Korn/Ferry Institute identified learning agility as the top ranking predictor of leadership success, while estimating that only 15% of the workforce is “highly learning agile” (De Meuse, Dai, & Hallenbeck). Perhaps most important for organizational leaders, learning agility is an essential component of organizational agility, which is proving to return significant bottom line benefits for those who make it a strategic priority (Glenn, 2009).

Now What?

Realizing that learning agility is essential to organizational success, managers and learning and development professionals are starting to make it a key strategic priority. Learning agility is not something easily acquired in a classroom, though formal learning that is particularly timely is more likely to be transferred into practice. A few steps you can take to maximize the value of formal training (for yourself and others) for learning agility include:

  • Think about your current work/life challenges and identify skills, knowledge and capacities that would help you be more effective.
  • Prior to formal learning experiences, identify your personal learning goals (these may differ from those described in the course materials). Ideally, share these goals with a colleague or supervisor before you participate in the formal learning.
  • Keep a learning log to make note of key insights and particularly relevant lessons, as well as questions and topics for future exploration.
  • Within a few days of the learning experience meet with your colleague or supervisor and share your learning and what progress you made toward your learning goals and discuss how you can implement/experiment with your new learning. If possible, create an opportunity to share your learning more broadly with colleagues via a brown bag lunch, company newsletter or blog post.
  • Experiment with putting your new learning into practice and reflect on your results.
  • Repeat.

We can all take more responsibility for seeking out new formal and informal learning opportunities that expand our skills and knowledge and increase our effectiveness in new roles and contexts. Not all learning opportunities are created equal. Research shows that learning experiences that have the most significant impact on learning agility are those that are “emotional, require risk-taking and have real-life consequences” (De Meuse, Dai, & Hallenbeck, 2010, p. 121). These can include:

  • Stretch assignments that challenge people to work outside of their comfort zone
  • New Leadership Roles, especially those that expand on the scope of prior experience
  • Living/working in a new culture
  • Reflecting on Lessons Learned from both Good and Bad Bosses
  • Mentoring/Coaching, to help people seek out new learning opportunities and mine those experiences for lessons learned

These are just a few places to start developing your own and others’ capacity for learning agility. As you think about your own work setting, consider ways in which you can take responsibility for your own learning and development, and help others do the same.

De Meuse, K. P., Dai, G., & Hallenbeck, G. S. (2010). Learning agility: A construct whose time has come. Consulting Psychology Journal: Practice and Research, 62(2), 119-130.

Glenn, M. (2009). Organisational agility: How business can survive and thrive in turbulent times: Economist Intelligence Unit.

McCall, M. W., Lombardo, M. M., & Morrison, A. M. (1988). Lessons of experience: How successful executives develop on the job. Lexington, MA: Lexington Books.

Realizing the full potential of rising talent. (2005). Washington, DC: Corporate Executive Board: Corporate Leadership Council.

Three Lessons from (and for) Agile Teams

Three Lessons from (and for) Agile Teams

or

“If you want to understand organizations, study something else,” Karl Weick

SWAT Team_dreamstime_xs_18800265

 

An agile team is one that can learn, adapt and innovate in the midst of change, using available resources.

There is compelling research to support the business case for making agility a strategic organizational priority. A study of 649 firms by MIT’s Sloan Center for Systems Research found that agile firms grow revenue 37% faster and generated up to 30% more earnings per share (Business agility and IT portfolios, 2006). The reasons for increasing agility are clear, but most leaders are less clear on how to enhance agility in their own organizations.
Lessons learned from successful agile teams in high stress, high risk circumstances, such as SWAT teams, film crews (Bechky & Okhuysen, 2011) and fire fighters (Weick, 1993) show us that agile groups and organizations have both the required competence and capacity for:

 

Continuous Learning

The ability to quickly become aware of, assess (and often re-assess) new information in real time and regroup (including the capacity to drop prior plans, agendas and preconceptions as they become obsolete) and respond to the situation at hand is essential to agile teams.

Fluid Communication

Agile organizationFilm Crew_dreamstime_xs_25247256s have open channels of communication across job functions and levels of authority. Critical new information can emerge at any level of the system at any time and those who receive or perceive the data must be have the confidence and competence to share it with the appropriate stakeholder.

Context

I have written extensively about the value of playspace (2010) in creating space for innovating, learning and changing. Playspace is the serious business of creating the context where people are free to play with new ideas, play new roles, create more play in the system and engage in improvised play to be effective in any situation. This is not the funny hats and games type of playspace; it is about creating a context where people do not feel constrained to respond in the moment to an urgent customer or business need because it is not in their job description.

Agile organizations require leaders who understand that agility is a key competitive advantage and who align their learning, development and business practices to develop and sustain. Lessons from high-risk teams can inspire us to action. Sometimes it is helpful to raise the stakes by conducting a thought experiment and ask ourselves, “What if our lives depended on our organization’s ability to be agile?” When we raise the stakes, we often discover capacities we didn’t know we had.

 

Bechky, B. A., & Okhuysen, G. (2011). Expecting the unexpected? How SWAT officers and film crews handle surprises. Academy of Management Journal, 54(2), 239-261.

Business agility and IT portfolios. (2006). Cambridge, MA: MIT Sloan School of Management, Sloan Center for Systems Research.

Meyer, P. (2010). From workplace to playspace: Innovating, learning and changing through dynamic engagement. San Francisco: Jossey-Bass.

Weick, K. E. (1993). The collapse of sensemaking: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628-652.

 

This post by Pamela Meyer originally appeared on meyercreativity.com/blog