New Research Briefing: How to develop and lead an adaptable organisation

New Research Briefing: How to develop and lead an adaptable organisation

How to lead and develop an adaptable organisation


If you are in leadership, leadership development, organisational development or consultancy you are going to want to see this…

New research briefing: How to lead and develop an adaptable organisation

This week we sent our members a brand new research briefing about how to lead and develop an adaptable organisation. This briefing summarised an important new research paper that is a true game changer for anyone involved in leadership, organisational development or consultancy. This paper changes the way we think about creating a flexible and adaptable organisation.


Developing and leading an organisation that can lead and respond to a rapidly changing and often ambiguous environment is a primary challenge for leaders these days. This requires leaders who know how to develop and lead an adaptable organisation. A new study by researchers from the United States conducted an integrative literary review (looking at previous research across a number of disciplines and bringing them together) and an analysis of current studies to see what happens and what lessons exist for developing a framework for adaptive leadership.


The first point researchers make is that leadership aimed at developing and leading an adaptable organisation is different from traditional forms of leadership and different from leading change. Adaptive leadership focuses on how to situate an organisation and its people to become adaptive in rapidly changing, dynamic, complex and uncertain environments. The intention of developing flexibility, agility and adaptation capability requires different thinking and skills from those required for day-to-day organisational leadership and even leadership of organisational change, although there are overlaps.


This research study introduces the key idea of the ‘adaptive space’ which is a really useful concept for anyone trying to develop an adaptable organisation or business.


You can obtain this research briefing here

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page