Category Archives: Psychology

How to Foster a Growth Mindset in Turbulent Times

How to Foster a Growth Mindset in Turbulent Times

GUEST POST from Art Inteligencia

In a world where change is the only constant, fostering a growth mindset is crucial for both personal and organizational resilience. In turbulent times, when uncertainty looms large, the ability to adapt, learn, and innovate becomes imperative. A growth mindset, the belief that abilities can be developed through dedication and hard work, not only unlocks personal potential but also molds an agile and robust organization.

Understanding the Growth Mindset

The concept of a growth mindset, popularized by psychologist Carol Dweck, is a foundational principle in the exploration of human potential. It contrasts the fixed mindset, which sees abilities as static and unchangeable. In times of change, it’s the growth mindset that empowers people to embrace challenges, persevere in the face of setbacks, and view effort as a path to mastery.

The Importance of a Growth Mindset During Uncertainty

During uncertain times, organizations face challenges that require innovative solutions and adaptive thinking. A growth mindset encourages teams to explore new avenues, learn from failures, and stay resilient despite difficulties. Here’s how organizations can foster this mindset:

  • Encourage Learning: Create an environment where continuous learning is valued. Offer opportunities for training, development, and creative exploration.
  • Embrace Failure as Learning: Redefine failure as a stepping stone to success. Encourage employees to share lessons from their mistakes.
  • Promote Collaborative Problem Solving: Encourage cross-functional teams to bring diverse perspectives and collaboratively solve complex problems.

Case Studies

Case Study 1: Intuit – Innovating in Financial Turbulence

Intuit, the creators of QuickBooks and TurboTax, faced significant challenges during the 2008 financial crisis. With a sudden drop in consumer spending, Intuit’s leadership realized that they needed to adapt quickly to survive. They adopted a growth mindset across the organization by encouraging a culture of experimentation.

Intuit introduced the “Design for Delight” principles, focusing on deep customer empathy, going broad to go narrow, and rapid experimentation. Teams were empowered to act like startups, iterating solutions quickly and learning from each iteration. This mindset fostered an environment where employees could innovate boldly and adaptively, keeping Intuit competitive in the face of economic adversity. By embracing the growth mindset, Intuit not only survived but thrived, unlocking several new growth opportunities.

Case Study 2: Microsoft – Transformation Under Pressure

When Satya Nadella became CEO of Microsoft in 2014, the company was seen as rigid and stagnant. To combat this, Nadella introduced a transformative growth mindset culture throughout the organization. He encouraged teams to shift from a “know-it-all” attitude to a “learn-it-all” curiosity-driven approach.

By promoting diverse perspectives, investing in employee development, and valuing innovation over authority, Microsoft reignited its innovation engine. The company embraced openness to new ideas and technologies, significantly expanding its cloud computing offerings with Azure and emerging as a key player in AI and machine learning. This transformation propelled Microsoft to unprecedented growth and influence, emphasizing the power of a growth mindset during organizational change.

Practical Steps to Foster a Growth Mindset

Organizations can take several practical steps to embed a growth mindset culture:

  • Lead by Example: Leadership must model the growth mindset by being open to feedback, acknowledging their own learning journeys, and demonstrating resilience.
  • Create Safe Environments for Risk-Taking: Encourage employees to step out of their comfort zones by providing psychological safety and recognizing innovative efforts.
  • Celebrate Effort and Progress: Focus on rewarding effort and progress, not just outcomes. Recognizing perseverance and learning motivates further growth.

Conclusion

In times of turbulence, a growth mindset becomes the compass guiding individuals and organizations through the storm. By promoting continuous learning, valuing diverse perspectives, and creating a culture that encourages experimentation and resilience, organizations can not only navigate uncertainty but also emerge stronger and more innovative than ever before.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Is Percy an Innovation or Another Attack on America’s Poor?

Is Percy an Innovation or Another Attack on America's Poor?

Are you one of the nearly four million cashiers in the United States?

If so, outsourcing, artificial intelligence and robots are coming for your job.

Freshii‘s founder Matthew Corrin left the quick-serve restaurant chain two months ago to focus on Percy, a technology that uses video calling to replace cashiers. Percy has more than a dozen clients in North America and employs nearly 100 workers in Pakistan, Bolivia and Nicaragua for around $3.75 per hour.

With an increasing number of voters supporting the living wage movement, and with many cities boosting their minimum wage to $15 per hour, the economic incentive is clear.

But is using video calling technology to put some of your neighbors out of work a smart move ethically, or from a branding perspective?

This first video shows what the technology looks like:

This second video explores whether this labor arbitrage is legal, and whether or not it is ethical:

The video also mentions that Jack in the Box is piloting the use of offshore resources to facilitate drive thru order taking at some of its restaurants. Further research uncovered that Jack in the Box began this pilot back in 2008. I could not find any information indicating whether the pilot was discontinued or rolled out to more locations outside the Charlotte, NC area.

But Jack in the Box isn’t the only chain experimenting with Drive Thru hacks.

Taco Bell Futuristic Drive Thru

Check out this Taco Bell concept being built out with an elevated restaurant and multiple Drive Thru lanes at street level to increase throughput. If you didn’t know, many fast-food restaurants do 2/3 or more of their business through the Drive Thru. Taco Bell’s concept does not mention using any outsourced labor, but the possibility is obviously there.

Using a speech-recognizing Artificial Intelligence (AI) is of course a real possibility in the Drive Thru use case in the very near future, potentially putting even outsourced labor out of a job.

So, what do you think? Innovation or not?

Pay By Face

p.s. One thing that doesn’t appear to be part of the Percy video virtual cashier product, but would be easy to add because the camera is already there, is ‘pay by face’ technology. That extra convenience could push this concept over the top. Although, I’m still not sold that would be a good thing, especially for the millions of cashiers in the United States.

Image credit: Toronto Star, Taco Bell, ExxaPay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Feedback Systems that Empower Employees

Feedback Systems that Empower Employees

GUEST POST from Art Inteligencia

In the ever-evolving landscape of modern work, effective feedback systems are not just a luxury—they’re a necessity. Companies that excel in creating an environment centered around meaningful feedback see dramatic improvements in employee satisfaction, productivity, and innovation. Let’s delve into how feedback systems can empower employees, with real-life case studies showcasing their impact.

The Importance of Effective Feedback Systems

Feedback is a powerful tool that, when used effectively, can unlock the latent potential within every team member. An ideal feedback system is timely, constructive, and continuous, fostering a culture of growth and improvement. Employees feel valued and engaged when their voices are heard and their contributions acknowledged. This not only boosts morale but drives innovation and collaboration across the organization.

Case Study 1: Google’s ‘Open Feedback Culture’

Background

Google is renowned for its innovative culture, and much of this success is attributed to its open feedback policies. The company has built a feedback system that supports employee growth and development.

Implementation

Google encourages a regular 360-degree feedback system where feedback is not just top-down but horizontal and bottom-up. Employees are trained to give and receive feedback that is specific, actionable, and kind. Tools like “Googlegeist” allow employees to share their thoughts on management and workplace conditions anonymously.

Results

This approach has led to higher levels of employee satisfaction and retention. An open feedback culture has empowered Googlers to address challenges head-on, innovate without fear, and continuously evolve in their roles. The transparent nature of feedback helps in breaking down information silos and fostering a collaborative environment.

Case Study 2: Adobe’s ‘Check-In’ System

Background

Adobe shifted away from the traditional annual performance review model to a more dynamic and integrated approach. This transformation was driven by the need to better align feedback with the fast-paced digital world.

Implementation

The ‘Check-In’ system at Adobe is built on regular, informal conversations between managers and employees. These check-ins are focused on feedback, growth, and career development rather than ratings. Employees set clear expectations and goals with their managers, revisiting and revising them as needed.

Results

The adoption of the ‘Check-In’ system has resulted in reduced employee turnover and a significant boost in morale. Managers and employees have reported a stronger sense of trust and collaboration. Adobe’s agility in feedback has allowed it to maintain pace with industry demands and keep their talent engaged and aligned with organizational goals.

Key Elements of Empowering Feedback Systems

Both case studies highlight critical components essential for creating empowering feedback systems:

  • Continuous Feedback: Replace annual reviews with ongoing conversations to ensure timeliness and relevance.
  • Multidirectional Feedback: Encourage a culture where feedback flows in all directions—up, down, and laterally.
  • Actionable Insights: Ensure feedback is specific, constructive, and actionable to drive real change.
  • Training and Development: Equip employees with the skills to give and receive feedback effectively.
  • Psychological Safety: Create a safe environment where employees feel comfortable sharing honest feedback.

Conclusion

Companies that excel at feedback allow space for employees to grow, innovate, and feel genuinely invested in their work. These systems foster an environment where employees can thrive, aligning personal growth with organizational objectives. As we’ve seen with Google and Adobe, integrating these elements not only empowers employees but propels companies towards greater success.

As we continue to navigate the future of work, let us remember that the most effective feedback systems are those that respect, engage, and empower every team member.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabayt

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

The Power of Divergent Thinking in Innovation

The Power of Divergent Thinking in Innovation

GUEST POST from Chateau G Pato

In a world where rapid change is the norm, and competition is fierce, innovation is the lifeblood of survival. But innovation is not just about having creative ideas; it’s about channeling that creativity into transformative solutions. One crucial element that fuels this process is divergent thinking. Divergent thinking is the ability to generate many different ideas or solutions to a problem, and it’s a critical skill for innovation. In this article, we’ll explore the power of divergent thinking and how it can drive groundbreaking innovation through real-world case studies.

What is Divergent Thinking?

Divergent thinking is a thought process or method used to generate creative ideas by exploring many possible solutions. It involves breaking away from established patterns and approaching problems in a non-linear manner. This contrasts with convergent thinking, which focuses on identifying the single best solution to a problem. To innovate effectively, organizations need to cultivate an environment where divergent thinking is encouraged and nurtured.

Case Study 1: IDEO and the Shopping Cart

IDEO, the renowned design and consulting firm, exemplifies the power of divergent thinking with its famous redesign of the shopping cart. Tasked with reinventing this everyday item, IDEO encouraged its team to consider all aspects of the shopping experience, from safety and theft prevention to customer convenience.

By employing divergent thinking, IDEO’s team generated hundreds of ideas, ranging from the practical to the wildly imaginative. The result was a radical new shopping cart design featuring a modular system with detachable baskets, enhanced maneuverability, and improved child safety. This project demonstrated how divergent thinking can lead to solutions that are both innovative and practical, reinforcing IDEO’s reputation as a leader in human-centered design.

Case Study 2: Google and the 20% Time Policy

Google is another organization that leverages divergent thinking through its famous “20% Time” policy. This initiative allowed employees to dedicate 20% of their work time to projects they were passionate about, even if they were unrelated to their core job responsibilities.

This freedom fostered a culture of creativity and innovation, leading to the development of groundbreaking products like Gmail and Google News. By giving employees the autonomy to explore diverse ideas, Google harnessed the power of divergent thinking to drive innovation and new product development, contributing significantly to its success as a tech giant.

How to Foster Divergent Thinking in Your Organization

  • Encourage a Culture of Open-mindedness: Create an environment where all ideas are welcome, and there are no “bad” ideas. This openness encourages team members to share unconventional thoughts.
  • Embrace Diverse Perspectives: Promote diversity in teams to bring different viewpoints and experiences to the table, which can lead to more creative solutions.
  • Use Brainstorming Tools: Tools such as mind mapping and brainstorming sessions can stimulate divergent thinking and help teams break out of established patterns.
  • Provide Time for Creativity: Just like Google’s 20% Time policy, allocate dedicated time for employees to explore new ideas and projects outside of their regular duties.
  • Reward Experimentation: Encourage experimentation and learning by providing resources and incentives for trying out new concepts and iterating on them.

Conclusion

Divergent thinking is a powerful catalyst for innovation. It opens up a universe of possibilities, leading to ideas that can transform industries and improve lives. By embracing divergent thinking, organizations not only foster a creative environment but also position themselves to be at the forefront of innovation in their fields. As demonstrated by IDEO and Google, nurturing a culture of divergent thinking allows for the exploration of myriad solutions, driving the kind of breakthrough innovation that makes a lasting impact.

Whether you’re a start-up or an established corporation, the principles of divergent thinking can be harnessed to unlock your team’s creative potential and lead your organization into a prosperous future.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Gemini from Google

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Creating a Purpose-Driven Workplace

Creating a Purpose-Driven Workplace

GUEST POST from Art Inteligencia

The modern workplace has evolved beyond mere transactions of labor for monetary compensation. Today, employees seek deeper fulfillment and a sense of purpose in their work. Cultivating a purpose-driven workplace can improve employee engagement, increase productivity, and boost organizational success. It’s about aligning work with a meaningful mission that resonates with both employees and customers.

Understanding Purpose-Driven Work

A purpose-driven workplace connects an organization’s mission to its core values and the work employees do daily. This sense of purpose goes beyond profits and can transform how employees perceive their roles, feel motivated, and achieve satisfaction in their contributions. Creating such an environment involves intentional efforts to redefine the organization’s identity and culture.

Steps to Cultivate a Purpose-Driven Environment

Organizations can take several steps to foster a purpose-driven workplace:

  • Define a Clear Mission: Establish a clear and compelling organizational mission that inspires both employees and stakeholders.
  • Align Values with Actions: Ensure that company values are evident in daily operations, decision-making, and interactions.
  • Engage Employees: Encourage employees to connect with the mission by involving them in decision-making and recognizing their contributions.
  • Measure Impact: Evaluate how aligned activities are with the purpose and identify areas for improvement.

Case Study 1: Patagonia

Patagonia, an outdoor apparel company, is a quintessential example of a purpose-driven organization. With the mission “We’re in business to save our home planet,” Patagonia has woven its environmental activism into its brand and operations. The company donates a significant portion of its revenue to environmental causes and encourages sustainable practices among its customers.

Patagonia’s commitment to sustainability resonates with its employees, who share the company’s environmental passion. This alignment creates a cohesive workplace culture where employees see their work as part of a larger, impactful mission. As a result, Patagonia enjoys high employee retention, loyalty, and advocacy.

Case Study 2: Warby Parker

Warby Parker, an eyewear retailer, integrates purpose with profit through its innovative “Buy a Pair, Give a Pair” program. For every pair of glasses sold, Warby Parker distributes another pair to someone in need through nonprofit partners. This model not only drives social impact but also instills a sense of purpose in its workforce.

Warby Parker employees are motivated by the tangible impact their daily work has on improving global vision health. The strong alignment with the company’s mission fosters an enthusiastic, innovative culture where employees are eager to contribute beyond their immediate roles. Their purpose-driven approach has garnered customer loyalty and propelled the company’s market success.

The Benefits of a Purpose-Driven Workplace

Organizations that successfully cultivate a purpose-driven workplace can realize several benefits:

  • Enhanced Employee Engagement: Employees who believe in their organization’s mission are more likely to be engaged and motivated.
  • Increased Productivity: Purpose-driven employees often exhibit increased focus and dedication, driving higher productivity.
  • Attracting Talent: Organizations with a clear and compelling purpose attract talent who seek more than just a paycheck.
  • Customer Loyalty: Consumers increasingly prefer brands that align with their values and contribute positively to society.

Conclusion

Creating a purpose-driven workplace is a strategic choice that can significantly affect an organization’s culture and success. By defining a meaningful mission, aligning it with daily actions, and engaging employees in the larger organizational purpose, companies can cultivate a thriving environment that benefits everyone involved. The examples of Patagonia and Warby Parker illustrate how purpose and profit can go hand-in-hand, creating not only financial success but also meaningful societal impact.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Can You Ever Be a Truly Independent Thinker?

Can You Ever Be a Truly Independent Thinker?

GUEST POST from Tom Stafford, University of Sheffield

‘It’s important to me that I make my own decisions, but I often wonder how much they are actually influenced by cultural and societal norms, by advertising, the media and those around me. We all feel the need to fit in, but does this prevent us from making decisions for ourselves? In short, can I ever be a truly free thinker?’ Richard, Yorkshire.

There’s good news and bad news on this one. In his poem Invictus, William Ernest Henley wrote: “It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate, I am the captain of my soul.”

While being the lone “captain of your soul” is a reassuring idea, the truth is rather more nuanced. The reality is that we are social beings driven by a profound need to fit in – and as a consequence, we are all hugely influenced by cultural norms.

But to get to the specifics of your question, advertising, at least, may not influence you as much as you imagine. Both advertisers and the critics of advertising like us to think that ads can make us dance any way they want, especially now everything is digital and personalised ad targeting is possible in a way it never was before.


This article is part of Life’s Big Questions

The Conversation’s new series, co-published with BBC Future, seeks to answer our readers’ nagging questions about life, love, death and the universe. We work with professional researchers who have dedicated their lives to uncovering new perspectives on the questions that shape our lives.


In reality, there is no precise science of advertising. Most new products fail, despite the advertising they receive. And even when sales go up, nobody is exactly sure of the role advertising played. As the marketing pioneer John Wanamaker said:

Half the money I spend on advertising is wasted; the trouble is I don’t know which half.

You’d expect advertisers to exaggerate the effectiveness of advertising, and scholars of advertising have typically made more modest claims. Even these, though, may be overestimates. Recent studies have claimed that both online and offline, the methods commonly used to study advertising effectiveness vastly exaggerate the power of advertising to change our beliefs and behaviour.

This has led some to claim that not just half, but perhaps nearly all advertising money is wasted, at least online.

When the ads don’t work…
Shutterstock

There are similar results outside of commerce. One review of field experiments in political campaigning argued “the best estimate of the effects of campaign contact and advertising on Americans’ candidates choices in general elections is zero”. Zero!

In other words, although we like to blame the media for how people vote, it is surprisingly hard to find solid evidence of when and how people are swayed by the media. One professor of political science, Kenneth Newton, went so far as to claim “It’s Not the Media, Stupid”.

But although advertising is a weak force, and although hard evidence on how the media influences specific choices is elusive, every one of us is undoubtedly influenced by the culture in which we live.

Followers of fashion

Fashions exist both for superficial things, such as buying clothes and opting for a particular hairstyle, but also for more profound behaviour like murder and even suicide. Indeed, we all borrow so much from those we grow up around, and those around us now, that it seems impossible to put a clear line between our individual selves and the selves society forges for us.

Two examples: I don’t have any facial tattoos, and I don’t want any. If I wanted a facial tattoo my family would think I’d gone mad. But if I was born in some cultures, where these tattoos were common and conveyed high status, such as traditional Māori culture, people would think I was unusual if I didn’t want facial tattoos.

Similarly, if I had been born a Viking, I can assume that my highest ambition would have been to die in battle, axe or sword in hand. In their belief system, after all, that was surest way to Valhalla and a glorious afterlife. Instead, I am a liberal academic whose highest ambition is to die peacefully in bed, a long way away from any bloodshed. Promises of Valhalla have no influence over me.

Vikings had different beliefs to most modern liberal academics.
Shutterstock

Ultimately, I’d argue that all of our desires are patterned by the culture we happen to be born in.

But it gets worse. Even if we could somehow free ourselves from cultural expectations, other forces impinge on our thoughts. Your genes can affect your personality and so they must also, indirectly, have a knock-on effect on your beliefs.

Sigmund Freud, the founder of psychoanalysis, famously talked about the influence of parents and upbringing on behaviour, and he probably wasn’t 100% wrong. Even just psychologically, how can you ever think freely, separate from the twin influences of prior experience and other people?

From this perspective, all of our behaviours and our desires are profoundly influenced by outside forces. But does this mean they aren’t also our own?

The answer to this dilemma, I think, is not to free yourself from outside influences. This is impossible. Instead, you should see yourself and your ideas as the intersection of all the forces that come to play on you.

Some of these are shared – like our culture – and some are unique to you – your unique experience, your unique history and biology. Being a free thinker, from this perspective, means working out exactly what makes sense to you, from where you are now.

You can’t – and shouldn’t – ignore outside influences, but the good news is that these influences are not some kind of overwhelming force. All the evidence is compatible with the view that each of us, choice by choice, belief by belief, can make reasonable decisions for ourselves, not unshackled from the influences of others and the past, but free to chart our own unique paths forward into the future.

After all, the captain of a ship doesn’t sail while ignoring the wind – sometimes they go with it, sometimes against it, but they always account for it. Similarly, we think and make our choices in the context of all our circumstances, not by ignoring them.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Image Credits: Pixabay, Shutterstock (via theconversation)

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

The Link Between Engagement and Productivity

The Link Between Engagement and Productivity

GUEST POST from Chateau G Pato

In today’s fast-paced business environment, understanding the fundamental relationship between employee engagement and organizational productivity is paramount. As human-centered change and innovation thought leaders, we recognize that tackling productivity challenges isn’t about squeezing more output from workers but rather about unlocking their intrinsic motivations. This article explores the linkage between engagement and productivity, supplemented by two enlightening case studies.

The Engagement-Productivity Nexus

Employee engagement refers to the emotional commitment employees have towards their organization and its goals. Engaged employees tend to expend discretionary effort, driving innovation and propelling productivity. Conversely, disengaged employees may only fulfill the minimum requirements, stymie innovation, and harbor dissatisfaction.

The nexus between engagement and productivity is complex but demonstrably significant. Engaged employees are more likely to be aligned with company objectives, leading to enhanced collaborative efforts, reduced turnover, and increased profitability.

Case Study 1: Tech Innovators Inc.

Company Overview

Tech Innovators Inc., a global leader in software development, faced a major challenge two years ago when productivity metrics began declining across several departments. Employee engagement surveys indicated waning interest and rising burnout levels.

Intervention Strategy

The company’s leadership rolled out an initiative called “Engage for Change,” aimed at enhancing employee engagement through inclusive leadership practices. Key actions included:

  • Implementing a “Flexible Work Hours” policy to promote work-life balance.
  • Facilitating monthly “Innovation Days,” allowing teams to focus on passion projects outside their usual scope.
  • Establishing a transparent feedback channel with bi-weekly one-on-one sessions.

Results

Within six months, employee engagement scores rose by 35%, with productivity metrics following suit with a 20% increase. Employees reported feeling more valued and empowered, fostering a culture of innovation and dedication.

“The shift was palpable; when people feel heard and valued, they perform at their best,” noted the HR Director, Lisa Chen.

Case Study 2: GreenFuture Industries

Company Overview

GreenFuture Industries, a company committed to sustainable solutions, struggled with high turnover rates and lackluster performance. Internal assessments pointed to a lack of meaningful connection between employees’ roles and the company’s mission.

Intervention Strategy

To rejuvenate their workforce, GreenFuture introduced the “Mission Engagement Program.” Steps included:

  • Embedding sustainability goals in personal KPIs for all employees.
  • Hosting quarterly “Vision and Values” workshops to reiterate the organization’s objectives and how every role contributes.
  • Launching a mentorship program linking new hires with seasoned sustainability advocates within the company.

Results

The initiative resulted in a 40% decline in turnover and a 25% increase in productivity. Employees developed a renewed sense of purpose, aligning personal values with corporate goals.

“Our work started to feel like a personal mission, not just a job,” shared Senior Ecologist, Marcus Lee.

Conclusion

The evidence from these case studies underscores a compelling truth: engagement is the catalyst for productivity. Organizations that foster environments where employees feel valued, connected, and empowered are the ones that thrive. By understanding and deliberately enhancing the engagement-productivity link, companies can drive meaningful organizational change and innovate more effectively.

Leaders who prioritize engagement reap benefits far beyond productivity. They cultivate resilient cultures that adapt to change, promote creative problem-solving, and build lasting success. As we navigate the complexities of modern business, let us remain steadfast in our commitment to human-centric strategies that bridge the gap between engagement and productivity.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

How will humans change in the next 10,000 years?

Future evolution: from looks to brains and personality

GUEST POST from Nicholas R. Longrich, University of Bath

READER QUESTION: If humans don’t die out in a climate apocalypse or asteroid impact in the next 10,000 years, are we likely to evolve further into a more advanced species than what we are at the moment? Harry Bonas, 57, Nigeria

Humanity is the unlikely result of 4 billion years of evolution.

From self-replicating molecules in Archean seas, to eyeless fish in the Cambrian deep, to mammals scurrying from dinosaurs in the dark, and then, finally, improbably, ourselves – evolution shaped us.

Organisms reproduced imperfectly. Mistakes made when copying genes sometimes made them better fit to their environments, so those genes tended to get passed on. More reproduction followed, and more mistakes, the process repeating over billions of generations. Finally, Homo sapiens appeared. But we aren’t the end of that story. Evolution won’t stop with us, and we might even be evolving faster than ever.


This article is part of Life’s Big Questions

The Conversation’s new series, co-published with BBC Future, seeks to answer our readers’ nagging questions about life, love, death and the universe. We work with professional researchers who have dedicated their lives to uncovering new perspectives on the questions that shape our lives.


It’s hard to predict the future. The world will probably change in ways we can’t imagine. But we can make educated guesses. Paradoxically, the best way to predict the future is probably looking back at the past, and assuming past trends will continue going forward. This suggests some surprising things about our future.

We will likely live longer and become taller, as well as more lightly built. We’ll probably be less aggressive and more agreeable, but have smaller brains. A bit like a golden retriever, we’ll be friendly and jolly, but maybe not that interesting. At least, that’s one possible future. But to understand why I think that’s likely, we need to look at biology.

The end of natural selection?

Some scientists have argued that civilisation’s rise ended natural selection. It’s true that selective pressures that dominated in the past – predators, famine, plague, warfare – have mostly disappeared.

Starvation and famine were largely ended by high-yield crops, fertilisers and family planning. Violence and war are less common than ever, despite modern militaries with nuclear weapons, or maybe because of them. The lions, wolves and sabertoothed cats that hunted us in the dark are endangered or extinct. Plagues that killed millions – smallpox, Black Death, cholera – were tamed by vaccines, antibiotics, clean water.

But evolution didn’t stop; other things just drive it now. Evolution isn’t so much about survival of the fittest as reproduction of the fittest. Even if nature is less likely to murder us, we still need to find partners and raise children, so sexual selection now plays a bigger role in our evolution.

And if nature doesn’t control our evolution anymore, the unnatural environment we’ve created – culture, technology, cities – produces new selective pressures very unlike those we faced in the ice age. We’re poorly adapted to this modern world; it follows that we’ll have to adapt.

And that process has already started. As our diets changed to include grains and dairy, we evolved genes to help us digest starch and milk. When dense cities created conditions for disease to spread, mutations for disease resistance spread too. And for some reason, our brains have got smaller. Unnatural environments create unnatural selection.

To predict where this goes, we’ll look at our prehistory, studying trends over the past 6 million years of evolution. Some trends will continue, especially those that emerged in the past 10,000 years, after agriculture and civilisation were invented.

We’re also facing new selective pressures, such as reduced mortality. Studying the past doesn’t help here, but we can see how other species responded to similar pressures. Evolution in domestic animals may be especially relevant – arguably we’re becoming a kind of domesticated ape, but curiously, one domesticated by ourselves.

I’ll use this approach to make some predictions, if not always with high confidence. That is, I’ll speculate.

Lifespan

Humans will almost certainly evolve to live longer – much longer. Life cycles evolve in response to mortality rates, how likely predators and other threats are to kill you. When mortality rates are high, animals must reproduce young, or might not reproduce at all. There’s also no advantage to evolving mutations that prevent ageing or cancer – you won’t live long enough to use them.

When mortality rates are low, the opposite is true. It’s better to take your time reaching sexual maturity. It’s also useful to have adaptations that extend lifespan, and fertility, giving you more time to reproduce. That’s why animals with few predators – animals that live on islands or in the deep ocean, or are simply big – evolve longer lifespans. Greenland sharks, Galapagos tortoises and bowhead whales mature late, and can live for centuries.

Even before civilisation, people were unique among apes in having low mortality and long lives. Hunter-gatherers armed with spears and bows could defend against predators; food sharing prevented starvation. So we evolved delayed sexual maturity, and long lifespans – up to 70 years.

Still, child mortality was high – approaching 50% or more by age 15. Average life expectancy was just 35 years. Even after the rise of civilisation, child mortality stayed high until the 19th century, while life expectancy went down – to 30 years – due to plagues and famines.

Then, in the past two centuries, better nutrition, medicine and hygiene reduced youth mortality to under 1% in most developed nations. Life expectancy soared to 70 years worldwide , and 80 in developed countries. These increases are due to improved health, not evolution – but they set the stage for evolution to extend our lifespan.

Now, there’s little need to reproduce early. If anything, the years of training needed to be a doctor, CEO, or carpenter incentivise putting it off. And since our life expectancy has doubled, adaptations to prolong lifespan and child-bearing years are now advantageous. Given that more and more people live to 100 or even 110 yearsthe record being 122 years – there’s reason to think our genes could evolve until the average person routinely lives 100 years or even more.

Size, and strength

Animals often evolve larger size over time; it’s a trend seen in tyrannosaurs, whales, horses and primates – including hominins.

Early hominins like Australopithecus afarensis and Homo habilis were small, four to five feet (120cm-150cm) tall. Later hominins – Homo erectus, Neanderthals, Homo sapiens – grew taller. We’ve continued to gain height in historic times, partly driven by improved nutrition, but genes seem to be evolving too.

Why we got big is unclear. In part, mortality may drive size evolution; growth takes time, so longer lives mean more time to grow. But human females also prefer tall males. So both lower mortality and sexual preferences will likely cause humans to get taller. Today, the tallest people in the world are in Europe, led by the Netherlands. Here, men average 183cm (6ft); women 170cm (5ft 6in). Someday, most people might be that tall, or taller.

As we’ve grown taller, we’ve become more gracile. Over the past 2 million years, our skeletons became more lightly built as we relied less on brute force, and more on tools and weapons. As farming forced us to settle down, our lives became more sedentary, so our bone density decreased. As we spend more time behind desks, keyboards and steering wheels, these trends will likely continue.

Humans have also reduced our muscles compared to other apes, especially in our upper bodies. That will probably continue. Our ancestors had to slaughter antelopes and dig roots; later they tilled and reaped in the fields. Modern jobs increasingly require working with people, words and code – they take brains, not muscle. Even for manual laborers – farmers, fisherman, lumberjacks – machinery such as tractors, hydraulics and chainsaws now shoulder a lot of the work. As physical strength becomes less necessary, our muscles will keep shrinking.

Our jaws and teeth also got smaller. Early, plant-eating hominins had huge molars and mandibles for grinding fibrous vegetables. As we shifted to meat, then started cooking food, jaws and teeth shrank. Modern processed food – chicken nuggets, Big Macs, cookie dough ice cream – needs even less chewing, so jaws will keep shrinking, and we’ll likely lose our wisdom teeth.

Beauty

After people left Africa 100,000 years ago, humanity’s far-flung tribes became isolated by deserts, oceans, mountains, glaciers and sheer distance. In various parts of the world, different selective pressures – different climates, lifestyles and beauty standards – caused our appearance to evolve in different ways. Tribes evolved distinctive skin colour, eyes, hair and facial features.

With civilisation’s rise and new technologies, these populations were linked again. Wars of conquest, empire building, colonisation and trade – including trade of other humans – all shifted populations, which interbred. Today, road, rail and aircraft link us too. Bushmen would walk 40 miles to find a partner; we’ll go 4,000 miles. We’re increasingly one, worldwide population – freely mixing. That will create a world of hybrids – light brown skinned, dark-haired, Afro-Euro-Australo-Americo-Asians, their skin colour and facial features tending toward a global average.

Sexual selection will further accelerate the evolution of our appearance. With most forms of natural selection no longer operating, mate choice will play a larger role. Humans might become more attractive, but more uniform in appearance. Globalised media may also create more uniform standards of beauty, pushing all humans towards a single ideal. Sex differences, however, could be exaggerated if the ideal is masculine-looking men and feminine-looking women.

Intelligence and personality

Last, our brains and minds, our most distinctively human feature, will evolve, perhaps dramatically. Over the past 6 million years, hominin brain size roughly tripled, suggesting selection for big brains driven by tool use, complex societies and language. It might seem inevitable that this trend will continue, but it probably won’t.

Instead, our brains are getting smaller. In Europe, brain size peaked 10,000—20,000 years ago, just before we invented farming. Then, brains got smaller. Modern humans have brains smaller than our ancient predecessors, or even medieval people. It’s unclear why.

It could be that fat and protein were scarce once we shifted to farming, making it more costly to grow and maintain large brains. Brains are also energetically expensive – they burn around 20% of our daily calories. In agricultural societies with frequent famine, a big brain might be a liability.

Maybe hunter-gatherer life was demanding in ways farming isn’t. In civilisation, you don’t need to outwit lions and antelopes, or memorise every fruit tree and watering hole within 1,000 square miles. Making and using bows and spears also requires fine motor control, coordination, the ability to track animals and trajectories — maybe the parts of our brains used for those things got smaller when we stopped hunting.

Or maybe living in a large society of specialists demands less brainpower than living in a tribe of generalists. Stone-age people mastered many skills – hunting, tracking, foraging for plants, making herbal medicines and poisons, crafting tools, waging war, making music and magic. Modern humans perform fewer, more specialised roles as part of vast social networks, exploiting division of labour. In a civilisation, we specialise on a trade, then rely on others for everything else.

That being said, brain size isn’t everything: elephants and orcas have bigger brains than us, and Einstein’s brain was smaller than average. Neanderthals had brains comparable to ours, but more of the brain was devoted to sight and control of the body, suggesting less capacity for things like language and tool use. So how much the loss of brain mass affects overall intelligence is unclear. Maybe we lost certain abilities, while enhancing others that are more relevant to modern life. It’s possible that we’ve maintained processing power by having fewer, smaller neurons. Still, I worry about what that missing 10% of my grey matter did.

Curiously, domestic animals also evolved smaller brains. Sheep lost 24% of their brain mass after domestication; for cows, it’s 26%; dogs, 30%. This raises an unsettling possibility. Maybe being more willing to passively go with the flow (perhaps even thinking less), like a domesticated animal, has been bred into us, like it was for them.

Our personalities must be evolving too. Hunter-gatherers’ lives required aggression. They hunted large mammals, killed over partners and warred with neighbouring tribes. We get meat from a store, and turn to police and courts to settle disputes. If war hasn’t disappeared, it now accounts for fewer deaths, relative to population, than at any time in history. Aggression, now a maladaptive trait, could be bred out.

Changing social patterns will also change personalities. Humans live in much larger groups than other apes, forming tribes of around 1,000 in hunter-gatherers. But in today’s world people living in vast cities of millions. In the past, our relationships were necessarily few, and often lifelong. Now we inhabit seas of people, moving often for work, and in the process forming thousands of relationships, many fleeting and, increasingly, virtual. This world will push us to become more outgoing, open and tolerant. Yet navigating such vast social networks may also require we become more willing to adapt ourselves to them – to be more conformist.

Not everyone is psychologically well-adapted to this existence. Our instincts, desires and fears are largely those of stone-age ancestors, who found meaning in hunting and foraging for their families, warring with their neighbours and praying to ancestor-spirits in the dark. Modern society meets our material needs well, but is less able to meet the psychological needs of our primitive caveman brains.

Perhaps because of this, increasing numbers of people suffer from psychological issues such as loneliness, anxiety and depression. Many turn to alcohol and other substances to cope. Selection against vulnerability to these conditions might improve our mental health, and make us happier as a species. But that could come at a price. Many great geniuses had their demons; leaders like Abraham Lincoln and Winston Churchill fought with depression, as did scientists such as Isaac Newton and Charles Darwin, and artists like Herman Melville and Emily Dickinson. Some, like Virginia Woolf, Vincent Van Gogh and Kurt Cobain, took their own lives. Others – Billy Holliday, Jimi Hendrix and Jack Kerouac – were destroyed by substance abuse.

A disturbing thought is that troubled minds will be removed from the gene pool – but potentially at the cost of eliminating the sort of spark that created visionary leaders, great writers, artists and musicians. Future humans might be better adjusted – but less fun to party with and less likely to launch a scientific revolution — stable, happy and boring.

New species?

There were once nine human species, now it’s just us. But could new human species evolve? For that to happen, we’d need isolated populations subject to distinct selective pressures. Distance no longer isolates us, but reproductive isolation could theoretically be achieved by selective mating. If people were culturally segregated – marrying based on religion, class, caste, or even politics – distinct populations, even species, might evolve.

In The Time Machine, sci-fi novelist H.G. Wells saw a future where class created distinct species. Upper classes evolved into the beautiful but useless Eloi, and the working classes become the ugly, subterranean Morlocks – who revolted and enslaved the Eloi.

In the past, religion and lifestyle have sometimes produced genetically distinct groups, as seen in for example Jewish and Gypsy populations. Today, politics also divides us – could it divide us genetically? Liberals now move to be near other liberals, and conservatives to be near conservatives; many on the left won’t date Trump supporters and vice versa.

Could this create two species, with instinctively different views? Probably not. Still, to the extent culture divides us, it could drive evolution in different ways, in different people. If cultures become more diverse, this could maintain and increase human genetic diversity.

Strange New Possibilities

So far, I’ve mostly taken a historical perspective, looking back. But in some ways, the future might be radically unlike the past. Evolution itself has evolved.

One of the more extreme possibilities is directed evolution, where we actively control our species’ evolution. We already breed ourselves when we choose partners with appearances and personalities we like. For thousands of years, hunter-gatherers arranged marriages, seeking good hunters for their daughters. Even where children chose partners, men were generally expected to seek approval of the bride’s parents. Similar traditions survive elsewhere today. In other words, we breed our own children.

And going forward, we’ll do this with far more knowledge of what we’re doing, and more control over the genes of our progeny. We can already screen ourselves and embryos for genetic diseases. We could potentially choose embryos for desirable genes, as we do with crops. Direct editing of the DNA of a human embryo has been proven to be possible — but seems morally abhorrent, effectively turning children into subjects of medical experimentation. And yet, if such technologies were proven safe, I could imagine a future where you’d be a bad parent not to give your children the best genes possible.

Computers also provide an entirely new selective pressure. As more and more matches are made on smartphones, we are delegating decisions about what the next generation looks like to computer algorithms, who recommend our potential matches. Digital code now helps choose what genetic code passed on to future generations, just like it shapes what you stream or buy online. This might sound like dark science fiction, but it’s already happening. Our genes are being curated by computer, just like our playlists. It’s hard to know where this leads, but I wonder if it’s entirely wise to turn over the future of our species to iPhones, the internet and the companies behind them.

Discussions of human evolution are usually backward looking, as if the greatest triumphs and challenges were in the distant past. But as technology and culture enter a period of accelerating change, our genes will too. Arguably, the most interesting parts of evolution aren’t life’s origins, dinosaurs, or Neanderthals, but what’s happening right now, our present – and our future.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Image Credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Four Reasons the Big Quit Exists

Four Reasons the Big Quit Exists

Turns out the pandemic prompted mass numbers of employees finally say, “take this job and shove it” to employers and careers they don’t like. Life is too short to be miserable at work.

In a recent NICE Webinar, we discussed how job quit rates have hit a historic high—even while the economy is still recovering from two years of furloughs and layoffs. This is often referred to as The Great Resignation.

Enlightening research from Gallup gathered in March of 2021 found that 48% of the working population in the United States is actively job-hunting or seeking out new opportunities.[1]

NICE Employee Churn word cloud

So, while we watch the labor market churn with no signs of settling, how can businesses avoid the costs of high turnover rates?

“How to Reduce the Risk of Employee Churn Amid the Big Quit”
(click to continue reading this article on the NICE blog)

Image credits: NICE

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Reducing Employee Churn During the Great Resignation

Reducing Employee Churn During the Great Resignation

For those of you struggling with your staffing levels or with finding talent during these exceedingly challenging times, I have exciting news to share!

My latest commissioned webinar is now available ON DEMAND:

Stop the Madness! How to reduce the risk of employee churn amid the Great Resignation

Synopsis from NICE CXone page:

It’s being called The Great Resignation: Millions of employees leaving their jobs every month! While the trend affects every industry, nowhere else is it felt more acutely than in contact centers. How do you keep agent churn from derailing your contact center?

Smart organizations know that it’s about more than salaries. Agents want work-life balance, and on the job, great tools and support to help them do their jobs well.

In this On-Demand webinar I explore what’s driving the Great Resignation and how to keep your agents engaged and satisfied.

Learn important strategies for keeping your agents from walking out the door:

  1. How giving agents purpose creates job satisfaction.
  2. How to create flexibility for agents to improve work-life balance.
  3. How to keep hybrid workforces connected and engaged.

Click here to access the webinar

I hope you enjoy it!

Please post any questions below in the comments.

There will be an accompanying white paper available soon.


NOTE: Commissioned thought leadership (articles, white papers, webinars, etc.) to accelerate a company’s sales and marketing efforts (including lead generation) is one of the services I provide in addition to the speeches and workshops I deliver as an innovation speaker.


Image credit: Pixabay

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.