Jennifer James

One of the most difficult aspects of adapting to rapid change, particularly when it is accompanied by complex technology and multiplying data sources, is the ability to give up an old construct about the way things ought to be and develop a new one based on the current realities. Accepting a new version of reality, essentially telling a new story, requires cultural intelligence. Cultural intelligence is the ability to observe, learn, and understand our own culture as well as the culture of others. It is an essential skill in a diverse community and a global market.

There are four stages to adaptation: technology, economics, demographics, and culture. We adapt easily to new technology, we accommodate new economic structures, we welcome new workers, but we resist changing cultural beliefs. Culture is basically the beliefs we have about the "way things ought to be." Culture always lags behind technological, economic, and demographic shifts.

As we increasingly become "cyborgs," part technician and part human consciousness, successful adaptation requires changes in management and leadership. The new knowledge workers, the portfolio professionals, prefer to work as part of a diverse, empowered team with maximum independence and minimum management. They have different skills and a different character than any previous worker class.

Our current leadership assignment requires a remaking of our staff, our organizations, and ourselves into more civilized, responsible, and productive cyber forms. The key is the ability to think in new ways. The adaptive executive is future-oriented; he or she understands both the current business environment as well as what their organization's place in the local and global market is likely to be.