Tag: Embrace ambiguity

Our attitudes impact our ability to thrive in our ambiguous world. It is evident that technology is changing the workplace as we know it; we face higher expectations, faster turnarounds, more unclear objectives and greater competition. Are we equipped to handle this growing ambiguity at any age?

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Leading change in a world of transformation

As the buzzwords of innovation and technology continue to grow, the desire for change will continue to evolve. The standard roles and systems will continue to be taken over by newer technology and automation. But the hunt for skilled and evolving workers will not end. Those at risk, are those that are not developing and embracing the change.

Imagine a few of the most successful and “busiest” leaders; how do you believe they spend their time? Bill Gates, one of the richest men in the world, read one book a week during the most demanding time in his career. Warren Buffett spent 80% of his time in reading and creative thinking throughout his career. You may be asking yourself, why?

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This report explores the changing landscape in Australia’s Aged Care industry. Since the start of the Living Longer, Living Better initiative in 2012, the aged care industry has been transforming into a market-driven economy dictated by the consumers. These consumers comprise the ever-increasing aged population and their children, who now have the freedom to direct their funds to whichever service is most suitable and delivers the best customer experience. Competition is the future of aged care services and now is the time for businesses to consider the best way to change and transform their operations from a not-for-profit focus to a not-for-loss focus, so they can offer the best product and remain relevant.

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Change. Is it really as good as a holiday?

The age-old saying “Change is as good as a holiday” is one of those quotes you hear often and it can be applied to different contexts. As management consultants, we see the opportunity change can offer and believe there are many positives that can be achieved from embracing new opportunities and embracing something different from your normal routine. The simple of art of making a change has been proven to increase your wellbeing and make you genuinely happy which is the main reason why we all love holidays. Inspired by one of our Change2020 team members holidays to the Grand Canyon we explore paradigm of this saying and we just couldn’t resist using this fantastic shot of this mule to do it!

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Thinking Well Outside of the Box

The internet is awash with information on change management, a google search offers up over 1.15 billion results! Regardless of the abundance of information; the vast majority of the population continues to struggle with managing change; we find ourselves locked into old styles of thinking to solve increasingly complex problems.

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Looking Into The Future Workplace and How Organisations Can Adapt

Unsurprisingly, the future workplace will be driven by technology. The rapid advancement of artificial intelligence (AI), automation and robotics will dramatically change both the number of jobs available and the skills required to do them.

We are now moving towards a future where machines help humans to process, analyse and evaluate the huge amount of data created. Yes, this will mean that some jobs will become redundant. However, it is important to remember that the ultimate goal here is to allow humans to spend more time engaged in value-adding activities such as strategic thinking, creativity and decision making.

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Start small; but start.

Gradually Adapting to the Future Workplace

There is much discussion about the future of work but it appears while some organisations are preparing (e.g. creating start-up teams and internal “gig” roles) for a world where artificial intelligence (AI) and automation are prevalent and the norm – others are continuing to operate as always. Change was slow and incremental: now it is rapid, radical and unpredictable.

Failing to look over the horizon could cost businesses their livelihood and people their jobs. (Think about organisations that no longer exist e.g. Borders, Polaroid and Blockbuster).

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‘Change is not a Gantt Chart’

Over the years of working in the change space, it is not uncommon for Change2020 to be asked by the organisations we partner with, ‘what does your Gantt Chart look like?’, ‘How does your Gantt Chart differ from the other consultancies?’, ‘Are you as sick and tired of producing these as we are reading them?’However, what lies at the heart of sustainable and agile change management is how it is executed. Like anything, it has a discipline about it, and that is how we – as change partners – prepare, equip and support individuals to successfully adopt change in order to drive organisational success and outcomes. Jargon aside, what does the research tell us?

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Always Learning

I had a few hours between clients while in the regional New South Wales town of Lismore. I decided to use my time wisely and go to the local library (rather than a coffee shop) to get some work done (instead of drinking copious amounts of coffee that I don’t need!).

I was really impressed by the number and variety of people who were in the library.  No one was wasting time. They all appeared to be learning – either on the computers or reading the books/journals.

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Embrace Ambiguity – Research Update

Tolerance of Ambiguity Study

In November 2016, Change2020 and Queensland University of Technology (QUT) formed a partnership under the Federal Government’s Innovation Connections initiative, to progress research on an individual’s tolerance of ambiguity (in the work context).  The Innovation Connections initiative supports industry-led collaborations between researchers and small and medium enterprises.

Since November 2016, a comprehensive literature review has been completed in parallel with a factor analysis and review of Change2020 existing tools and data.  These inputs have shaped a pool of questions that are currently being piloted, validated and tested with over 300 respondents.

The data gathered from this process will shape the final tolerance of ambiguity survey; and identify what factors will make the most significant difference to helping people increase their tolerance of ambiguity in the workplace.

It is an exciting time for Change2020 and we would like to thank QUT – Business School for the work completed to date.

Watch this space for further insights and findings and this important research continues.

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