I would argue for new management practices that need to be evolved to deal with digital, disruption and rapidly changing conditions on a consistent basis. Our high levels of rigidity and linear thinking need changing
One of the most critical ones is the degree of fluidity we can achieve in ourselves and our organizations, this will significantly help us to adjust to a changing world, more dynamic, requiring us to be constantly adaptive, with information coming at us at ever-increasing speed, that needs assimilating, transforming and embedding as new knowledge.
Balancing fluidity with our need for keeping levels of stability
The world we live in is relentless, it is demanding and constantly changing. We begin to believe it is in a “continuously unstable state” yet it is this ongoing receiving of contradictions we can build a different, more fluid state that is adaptive, responsive and encourages different thinking to break through our bewilderment.
We need to build far more for countervailing functions and opinions, have greater understandings of pattern recognition and maintenance and be highly adaptive in our outcomes. We must start by establishing a different boundary building understanding (governance, risk-taking, ability to recognize managing exceptions are becoming the rule in individual consumer worlds), have a growing identity formation set of mechanisms and responses (in customer touch points, response alternatives, conflict skills to resolve issues early) and develop the problem-solving architecture to be constantly evolving (shared, reinforcing and breaking down present orthodoxies).
Ambidexterity and countervailing processes need developing and embedding.
To become fluid we need to absorb and respond at a faster rate and that comes from the increasing flow of new knowledge. We need to be highly adaptive to a constant, multi-faceted world of connections, systems and knowing where the different pieces need to be found, so we can then ‘pieced’ together into the ‘new whole’ you are needing to design, at the individual or institutional design level.
To get to a point of being fluid we need to hone our navigation skills, we need to have more assignment driven work, not stuck in repeating work that can be automated far more effectively in today’s digital world.
We need to be more agile, iterative, to be encouraged to be experimenting and exploring. We need to believe and given trust to execute and drive our results into more value-add. We need to seek out empowerment, participate in collaborative endeavors, and most importantly grasp the makeup of value creation. To get to this point we need to build one of those boundary spanning guidelines of a sound conflict resolution pathway for ourselves, our customers and our institutions and these will be ‘living constantly evolving pathways‘ that feed on new learning.
To get to this ‘fluid state‘ we all must strive for authenticity, trust, and recognition. This only will come from a real willingness to seek out diversity in opinion, knowledge and experience, to be highly visible and understanding what that means in risk and reward, looking to constantly enter and exit projects where we can truly contribute to driving up our own confidence and belief, our personal satisfaction and contributing worth.
If we can design a framework that transforms us into being highly fluid and adaptive, we can move through the needed transitions and all the conflicting challenges. We are seeking to balance stability with an ongoing need for dynamism and responsiveness, at agile and fast ‘reaction’ times from our ‘incoming learning’ and ‘outgoing value-added‘ outcome