Does intelligence = Adaptability?
Today’s post is our archives at SafeSourcing.
Our CEO Ron Southard has decided to repost this message because if you are not changing you are falling behind. So, how fast can you change? It better be immediately if not faster. And it may be that every associate needs to think of themselves as the agent of change both personally, professionally and for their company. So get cracking because in the time it takes you to read this post you will have lost ground with your competition.
What is intelligence? Encarta defines it as “the ability to learn facts and skills and apply them, especially when this ability is highly developed.” Another definition, famously attributed to Albert Einstein, is “The measure of intelligence is the ability to change.” If we consider the attributes we typically assign to intelligence, we can easily see how they all involve change:
- Learning requires memorizing new information, which requires a change in the structure of the brain.
- Someone whose circumstances demand a change in behavior, is not considered intelligent if they never perform the needed change.
- A business that adapts and reinvents itself in tandem with its changing environment is considered to be very well-led and innovative.
- In any career, it’s the dynamic and adaptable people who fill top management. Those who are given new directives and take a long time to enact those changes typically don’t gain traction.
If the ability to change is directly correlated to intelligence, then can a lack of intelligence be defined as stagnation? An inability to adapt and change? In short, yes, Dr. Edward Miller, CEO of the hospital
at Johns Hopkins University, stated in a 2005 interview, “If you look at people after coronary-artery bypass grafting two years later, 90% of them have not changed their lifestyle.” It’s been well-established in the medical community that even when the threat is death, the majority of people will not change previously established bad habits. Similar findings have been well established in business management studies. The old-school way of thinking is to assume that everyone just needs more threats, pressure, and dire consequences to get moving. But a one size fits all approach has never worked well in managing human beings. The truth has always been that negative pressure leads to faking change in order to make the boss, the doctor, the spouse, etc, happy with what they’re seeing, even though the truth is performance is still severely lacking.
While some amount of negative pressure will always exist, and will always be essential, what creates long term change is consistent benefit incentives. For example, when people don’t have any hope for the future of their health, their jobs, relationships, etc, adding pressure that says “things are just going to get worse if you don’t change” just adds to the hopelessness of the individual, which they interpret as more reason not to change. However, when someone is given a compliment at work, starts seeing results from exercise, or getting praise from a spouse, they will often see it as a glimpse into something better that is proven to be attainable.
Once we have created the right environment for change, the hard work of implementation can begin. This implementation has to start with paying attention. When a new policy shows up on our desk, we have to take it seriously, read it, memorize as much as necessary, and then change our behavior accordingly. When we see something go wrong, and we don’t change, most people would call that unintelligent. However, when something goes wrong and change happens quickly, effectively, and long-term, we are certainly displaying intelligent behavior. “In a world of constant change, the spoils go to the nimble.”1
Please leave a comment or for more information on how SafeSourcing can assist your team with this process or on our “Risk Free” trial program, please contact a SafeSourcing Customer Service Representative. We have an entire customer services team waiting to assist you today.
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