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.
Organisations cannot avoid change and remain relevant. Technology, legislation, consumer behaviour and a myriad of other factors are constantly evolving and creating new landscapes that must be acknowledged and adapted to. However, it was clear that traditional approaches to change management simply weren’t working; that a fresh new approach was required to ensure organisations could better adapt to change and improve their chance of success.
The research conducted by Change2020 and QUT revealed that those people and organisations who were more open to embracing ambiguity and the uncertainty of change were more likely to enjoy a successful transition. Employees and leaders also demonstrated greater creative thinking skills and stronger emotional resilience.
The Indicator of Ambiguity tool was devised from these findings and designed to specifically identify how comfortable individuals are with ambiguity in the workplace. Beginning with self-assessments, the results are used to determine what development would be most beneficial to equip each individual with the necessary mindset to actively move forward and flourish in the face of uncertainty. In turn, the self-assessments allow for a more comprehensive, 360 degree assessment where an individual would invite feedback from peers, leader and team members.
Identifying individuals who display a high tolerance for ambiguity can offer many advantages within the organisation. In the right role, these employees can have a positive influence on other team members, increasing resilience and openness to change among those who may be less adaptable.
The first step is to complete the Indicator of Ambiguity assessment. A profile report is generated and debriefed via an individual coaching session.
Once the ambiguity profile is delivered, individual development objectives are defined. These help identify what each employee needs to focus on in order to embrace ambiguity, agility and creativity.
The final stage is to embark on customised learning programs that embed the habits required to challenge existing mindsets and build more positive responses to uncertainty.