What is the Impact of Disrupting and Continual Change on Organizations? How Will You Respond?
By Ed Kang - GMF Director
It is no secret that since 2020, the world has experienced unprecedented disruption because of the global pandemic. But why is this recent pandemic different when humanity has grappled with such global disruptions before?
This April 25-28, for the upcoming International Society for Organization Development and Change (ISODC) international conference, global disruption and continual change is one of our main themes. There are three factors in my mind that I hope we explore.
Global Systems Are More Interconnected and Intricate
To state that our global systems were proven fragile because of their complexity is an understatement in my opinion. As our economic and logistic interdependence accelerated through globalization, it was only a matter of time before testing. For proof, look at the global microchip shortage that cost industries billions in 2021 with no sight of reprieve in 2022. How about vaccine availability, empty shelve at groceries, or the cost of gas?
Regardless of your stance on these issues, the question is how will we make our organizations more resilient to disruptions in the future? For example, I know corporate leaders and startup founders with no choice but to pivot their supply chain strategies severely. Without contingency or diversification strategies, unprepared leaders create liabilities within their organizations and from competitors.
Society is More Politically Divided and Tribally Fragmented
According to an article from Time after events on January 6, 2021:
There is no advanced industrial democracy in the world more politically divided, or politically dysfunctional, than the United States today. How did the world’s most powerful country get to this point? To paraphrase a great American writer—slowly, then suddenly. The Capitol riot was not just years in the making, but decades. That’s because of three distinct features of American society that have been ignored by U.S. politicians for far too long: the enduring legacy of race, the changing nature of capitalism, and the fracturing of our collective media landscape.
The same allegations of division and dysfunction may apply to many other powerful nations. But how does the legacy of race, changing nature of capitalism, and the media landscape affect organizations going forward? What should we know? Why even care at all?
Although, for a while, organizations could remain insulated in corporate microcultures. But today, the effects of macroculture are undeniable and feel like a sledgehammer to the face for many leaders. I’ve spoken to bewildered executives and founders as they contend with the Great Resignation, diversity and inclusion, and other responsibilities (pressures) of social justice activism. And as signs of global recession loom, it is only expected to intensify.
Organizations Are More Technical—What About Adaptive?
I work with startup founders pioneering disruptive solutions using innovative technology every day. From blockchain to AI and quantum computing, I constantly marvel at the acceleration of their technical acumen. And no doubt, the biggest drivers of our global economy are tech giants such as Facebook that rebranded and shifted to a metaverse (think Ready Player One the movie) strategy. Just imagine how we will interact in augmented and virtual reality in the new future.
Yet, a significant concern is how adaptive organizations are despite technological advancements. Adaptive problems, such as divisive and dysfunctional conditions, cannot be solved with technical solutions. Organizations must stay adaptive, which accepts a state of continual change, which is much easier said than done.
As organization development and change practitioners, how will we work alongside technical experts to prepare for continual change? I ask myself this question every day as I develop our Global Synergy University platform to provide higher education in organization development and leadership to students worldwide. I must also consider the generational change that is shifting the field of organization development and change itself, as I serve on the ISDOC board of directors. Being the president of ISODC China highlights additional key geopolitical considerations.
After two years since we first locked down, how do we respond and move forward? This question is why I’m looking forward to our international conference. Hosted by Benedictine University’s Goodwin College of Business, I expect to see fresh faces and new ideas to stir us. We are implementing a hybrid of virtual and live formats, which is also a first for me since joining ISODC, which is just another sign of change for us all.
I hope you join the rest of our members worldwide on April 25-28. Learn more and register here.
