Adaptability
It is not easy to develop the skill of adaptation when one was previously taught to stand one's ground, to form one's own view of phenomena. In a rapidly changing environment, where it is not uncommon to change management approaches for the most optimal impact on objects, firmness and steadfastness loses out to adaptive formats or ways of seeking interaction. Even so, non-adaptability is a 100 percent losing strategy.
Take, for example, the famous brand known primarily for its carbonated drink, an analog of our “Baikal”. The company-owner of this brand earns in our country not so much on the most famous product. Since our traditional drinks are juices and milk, it has to trade the main products for consumption in our country. These are the products that pave the way for the sales of the famous soda with the traditional painted white name of the drink on a red background.
The example above illustrates how important it is for success to become adaptive. It is not uncommon for an analyst to encounter stakeholders or organizations that require a different approach. Adjusting behavioral style, scrutinizing and paying attention to the partner. Sometimes it is overt flattery, formal dialogue turns and humor, without which it is absolutely impossible to cooperate. Think back, you've probably heard the recommendation to start a business conversation with short conversations about nothing. Conflict-reduction techniques recommend looking for common ground or interests in a dialog to increase the effectiveness of the meeting's outcome.
Often adaptive people can be accused of hypocrisy or even “fly-by-night” behavior. I suggest separating these two behaviors or qualities. Indeed, this weakness exists in people. Whether they use it intentionally, or they were brought up that way, or it is a manifestation of professional deformation remains to be seen. In any case, the context of such behavior should be studied first, both at the tactical and more generalized level. The size and importance of the win or gain from such behavior can also be taken into account. Your coworker may be a wonderful and helpful friend in everyday life, while at work it is not hard to reproach him or her for having multiple personalities when dealing with different people.
Then, unlike hypocrisy, adaptability is often an open game, the rules of which are worked out and negotiated together, forming over a long historical horizon repetitive useful techniques into sustainable techniques or good practices. This is why open behavior that is clearly motivated by solving common problems is nothing less than adaptability.
It is important to realize that adaptability is a much broader skill. It is the ability to pick up and change the way you interact in a timely manner. Insight and knowledge of people's psychology, helps the analyst to select the type of material that stakeholders are most comfortable with. Some like to study diagrams, others are better at presenting by ear or text. There are those who are used to working with a group and will not make decisions alone. The analyst is willing to adapt the approach because of a change in the task or goal, or because of unforeseen circumstances. Stakeholder need can also be a reason for adaptation.
So what differentiates an adaptive employee from others:
* Demonstration of a positive attitude to change and courage in applying and selecting an approach;
* Ability to identify other points of view and be able to assess the applicability of different views;
* Ability to acquire new knowledge and skills in order to accomplish the task at hand;
* Ability to change the style of interpersonal communication;
* Ability to analyze what has been done and identify useful innovations.
As you can see, adaptability is not at all about hypocrisy and intrigue. Adaptability first of all helps and teaches you to look at a problem from different angles. It helps to develop and thus to move more easily in solving problems. At the same moment the development of adaptability is helped by communicating at events with strangers, participating in projects with external participants or colleagues from different services. In some ways, adaptability is similar to entrepreneurial spirit, but it is more of a driver than a facilitator.
Take, for example, the famous brand known primarily for its carbonated drink, an analog of our “Baikal”. The company-owner of this brand earns in our country not so much on the most famous product. Since our traditional drinks are juices and milk, it has to trade the main products for consumption in our country. These are the products that pave the way for the sales of the famous soda with the traditional painted white name of the drink on a red background.
The example above illustrates how important it is for success to become adaptive. It is not uncommon for an analyst to encounter stakeholders or organizations that require a different approach. Adjusting behavioral style, scrutinizing and paying attention to the partner. Sometimes it is overt flattery, formal dialogue turns and humor, without which it is absolutely impossible to cooperate. Think back, you've probably heard the recommendation to start a business conversation with short conversations about nothing. Conflict-reduction techniques recommend looking for common ground or interests in a dialog to increase the effectiveness of the meeting's outcome.
Often adaptive people can be accused of hypocrisy or even “fly-by-night” behavior. I suggest separating these two behaviors or qualities. Indeed, this weakness exists in people. Whether they use it intentionally, or they were brought up that way, or it is a manifestation of professional deformation remains to be seen. In any case, the context of such behavior should be studied first, both at the tactical and more generalized level. The size and importance of the win or gain from such behavior can also be taken into account. Your coworker may be a wonderful and helpful friend in everyday life, while at work it is not hard to reproach him or her for having multiple personalities when dealing with different people.
Then, unlike hypocrisy, adaptability is often an open game, the rules of which are worked out and negotiated together, forming over a long historical horizon repetitive useful techniques into sustainable techniques or good practices. This is why open behavior that is clearly motivated by solving common problems is nothing less than adaptability.
It is important to realize that adaptability is a much broader skill. It is the ability to pick up and change the way you interact in a timely manner. Insight and knowledge of people's psychology, helps the analyst to select the type of material that stakeholders are most comfortable with. Some like to study diagrams, others are better at presenting by ear or text. There are those who are used to working with a group and will not make decisions alone. The analyst is willing to adapt the approach because of a change in the task or goal, or because of unforeseen circumstances. Stakeholder need can also be a reason for adaptation.
So what differentiates an adaptive employee from others:
* Demonstration of a positive attitude to change and courage in applying and selecting an approach;
* Ability to identify other points of view and be able to assess the applicability of different views;
* Ability to acquire new knowledge and skills in order to accomplish the task at hand;
* Ability to change the style of interpersonal communication;
* Ability to analyze what has been done and identify useful innovations.
As you can see, adaptability is not at all about hypocrisy and intrigue. Adaptability first of all helps and teaches you to look at a problem from different angles. It helps to develop and thus to move more easily in solving problems. At the same moment the development of adaptability is helped by communicating at events with strangers, participating in projects with external participants or colleagues from different services. In some ways, adaptability is similar to entrepreneurial spirit, but it is more of a driver than a facilitator.