Indicator of Ambiguity

A fresh approach to organisational change

Data compiled across nearly 5 decades consistently shows that organisational change fails to succeed 60-70% of the time. However, it is critical for organisations to embrace change if they wish to remain relevant.

AdaptiQ (adap-tick) Minds was developed with the express intent of addressing the rate of failure following the implementation of organisational change. Change management consultancy, Change2020, partnered with Queensland University of Technology (QUT) to explore the catalysts contributing to the high levels of failure and work on solutions to improve outcomes for individuals, leaders and organisations as a whole.

Through a series of pilot programs, case studies and assessments, the partnership was able to develop the Indicator of Ambiguity (I Am) assessment tool, along with a series of tailored learning modules. Together these initiatives were expressly designed to fast-track the behavioural and attitudinal adjustments required for employees, regardless of position, to not just adapt to uncertainty and change, but rise to new challenges and meet them with confidence and a mind open to opportunity.

From this collaboration, AdaptiQ Minds was born.

Discover more at www.adaptiqminds.com

Deep Behavioural Insights

Researchers have been curious about how we adapt to ambiguity for decades. In 2016, Italian researchers conducted a significant study into our behaviours in response to ambiguity and subsequently developed a comprehensive assessment tool which looks at our human response to ambiguity across a range of factors, but they did not investigate our workplace responses to ambiguity and uncertainty. But we did. A research partnership with Queensland University of Technology was established to answer the question – why do some people manage and respond to ambiguity and uncertainty better than others? We wanted a workplace measure which would give individuals a deeper insight into what they feel and the way they behave in unclear, confusing or uncertain situations at work.

Workplace Dimensions

Our research revealed three workplace dimensions which categorise how we respond to uncertainty and ambiguity – Comfort with Ambiguity, Desire for Challenging Work and Managing the Uncertainty. A benchmark study was established and sought to confirm that a tolerance of ambiguity was related to a range of important work-related behaviors such as leadership, decision making and creativity. The research also investigated the relationship between a tolerance of ambiguity with a range of work-related attributes or ‘habits’ including perfectionism, assertiveness and mindfulness. The study assessed whether these habits, when targeted by interventions, might be useful in helping individuals develop their Tolerance of Ambiguity. The globally reliable and valid assessment tool and habit-based learning program is recognised for its ability to empower individuals and teams to build a clearer tolerance of ambiguity. The Indicator of Ambiguity (I Am) assessment tool gives you direct insight into your mindsets and customised tools to develop greater adaptability in the workplace.

Intelligence Through Data

Like all good research projects, this one is infinite in approach, meaning we are adding more data, more insights and more case studies as we roll out the program across industries and businesses. Once you know where your tolerance levels sit and you have started to build an understanding of why you behave the way you do and more importantly that you can rewire your brain (with diligence, determination and desire) to better respond to ambiguity and uncertainty you will be a part of the future of how we work. You will embrace ambiguity and the opportunities it presents, you will be be a role model of habits which generate real and sustainable change and you will be a contributor to a world that leans into ambiguity and enjoys a fuller life, a richer life because of the unknowns and the uncertainties, not despite them.