{"id":64306,"date":"2021-03-15T06:00:15","date_gmt":"2021-03-15T10:00:15","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=articles&p=64306"},"modified":"2021-04-16T15:43:37","modified_gmt":"2021-04-16T19:43:37","slug":"leading-in-a-constantly-changing-world-requires-a-reinvention-mindset-applying-appreciative-inquiry-to-modern-leadership","status":"publish","type":"articles","link":"https:\/\/trainingindustry.com\/articles\/leadership\/leading-in-a-constantly-changing-world-requires-a-reinvention-mindset-applying-appreciative-inquiry-to-modern-leadership\/","title":{"rendered":"Leading in a Constantly Changing World Requires a Reinvention Mindset: Applying Appreciative Inquiry to Modern Leadership"},"author":52,"featured_media":64308,"template":"","tags":[28527,3004,67,166,24487,1419],"class_list":["post-64306","articles","type-articles","status-publish","has-post-thumbnail","hentry","tag-appreciative-inquiry","tag-growth-mindset","tag-leadership","tag-leadership-development","tag-leadership-resilience","tag-resilience","global_topic_tax-leadership"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Lindsey Godwin, Ph.D.","author_image":64307,"author_bio":"Lindsey Godwin, Ph.D., leads Champlain College\u2019s online master\u2019s in leadership program. She also serves as the academic director for the David L. Cooperrider Center for Appreciative Inquiry and is the Robert P. Stiller Endowed Chair and professor of management in Champlain\u2019s Stiller School of Business.","excerpt":"With an updated concept of change, leaders can then shift their energy from trying to control change to creating cultures of resilience and reinvention.","main_content":"2020 provided indisputable evidence to support the old adage that change is the only constant. The perimeters of organizational life shifted almost overnight as the quick pivot to remote work erased boundaries between home and office. Things are continuing to shift as long-term remote work has become the reality for many, with one in six workers<\/a> projected to continue working from home full or part time even after the pandemic is over. For others, the COVID-19 pandemic triggered entire career transitions in the wake of massive organizational restructurings, downsizings and closings that have left some 10 million employees<\/a> without a job since the beginning of the pandemic.\r\n\r\nLeading in these turbulent times requires not only embracing change but fundamentally rethinking it. With nearly every industry having been disrupted in some form over the past year, and the promise of continued turbulence ahead, leaders are realizing that the classic theories and models of change are no longer sufficient to address the sustained change in our modern world.\r\n\r\nHistorically, approaches to change have been grounded in management theories that were designed to handle clearly defined technical issues that were typical in the early 20th-century industrial workplace. The enduring legacy of the principles of scientific management that guided the industrial age has been a mindset that change is something to be \u201cmanaged,\u201d with a distinct beginning and end.\r\n\r\nAs The Change Lab\u2019s \u201c2020 Workplace Report\u201d found, however, it is time that leaders update their views of change to more appropriately reflect the reality of complex and continuous disruption that faces organizations today. Rather than considering change a discrete event, leaders need to embrace the reality that change is actually a continuous development process, often without a definite conclusion. With this updated concept of change, leaders can then shift their energy from trying to control change to creating cultures of resilience<\/a> and reinvention.\r\n