Adapting To Change Is The Key To Survival
The Observer of Management Education|January 2018

Change is constant in the workplace. Different people react to change in different ways. While some embrace change, others resist or stall the process to the detriment of themselves and their company.

Vibha Singh
Adapting To Change Is The Key To Survival

“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change,” are highly relevant for today’s business climate. Thriving in today’s complex, dynamic and turbulent marketplace will require new adaptive approaches- Darwin

Some workplace changes stir up excitement, such as that cool new piece of technology or a tyrant boss’s sudden resignation. Other changes can seem revolutionary, like a corporate reorganization or global acquisition that makes the marketplace feel like a fast-paced jungle. Other examples of adapting to change in the workplace can fall somewhere in between a major crisis and a minor irritation, such as switching cubicle locations or upgrading the company’s software. Successful leaders recognize that employees have a better chance of embracing workplace change when they can see the benefits behind those office adjustments.

Although some changes may seem capricious—change simply for the sake of change— your company most likely puts a great deal of thought into any major change and even into those that may appear minor. Information about change management abounds, and some companies work hard to make sure that changes are enacted in the least upsetting manner for all involved. But even the best planned changes can cause stress, unrest, and resistance among workers. Management and workers need to recognize the different reactions to change and deal with those that are stumbling blocks to progress.

One of the attributes all employees need to have is being able to adapt to change. In this current economy, everyone is moving around from one company or group to the next.

What leads to change? Technology

This story is from the January 2018 edition of The Observer of Management Education.

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This story is from the January 2018 edition of The Observer of Management Education.

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