CHARLES Darwin (1809-1882) said, “It is not the strongest of the species, nor the most intelligent, that survives. It is the one that is most adaptable to change.”

Sweeping geopolitical developments have unfolded throughout the world since the new millennium arrived. Alliances have broken up, new states emerged and powerful blocs have grown. The growing globalization of capital, labor and finance, as well as the ill effects of climate change, began to challenge and reshape current notions in international relations that affect domestic affairs.

The next normal

After more than two years of the Covid-19 pandemic, many people begin to miss the good old days. The so-called good old days before the pandemic seemed only good because the pandemic was a bad experience for many people. But those good old days were never perfect, in the first place. Those good old days were also a time when we were at the cusp of many changes that were being driven by technology, climate change, globalization, the changing ways of work and leisure, and the seismic shifts in markets, finance, demographics, and geopolitics. The magnitude, form and speed of change will affect individuals, families and organizations — public or private, civilian or military, sectarian or non-sectarian, for profits or nonprofits.

The awareness and readiness for change are no longer subjects of debate. The question is whether we have the capacity to change.

While the leader takes the initiative in and champions the change process, the rest of the organization must contribute to the achievement of the objectives of the change. Leaders at the lower and middle rung of the hierarchy, as well as the rank and file, must also possess certain skills so that each can contribute to the collective effort. Based on my experience and research, I have put together suggested critical skills that members of an organization must singly and collectively possess, and which leaders must harness, in order to successfully effect the change:

– Critical thinking. Critical thinking is a higher-order thinking skill, beyond basic observation of facts and memorization. This skill enables people to think out-of-the-box, distinguish fact from fiction, synthesize and evaluate information, express their thoughts, ideas, and beliefs, clearly communicate and solve problems. It is the foundation of a strong education. When leaders want to initiate change, the members of the organization must be able to clearly understand the purpose of the change, their roles in the change process, and how they will benefit from the change. Critical thinking enhances the probability that people will understand what their leaders want to do with the change process.

– Communication. Communication is basically about creating understanding, on one’s part and those of others. Better communication helps people to understand better and results in better cooperation and lesser frustration for both the leaders and the members. The quality of life of the members will generally depend on the quality of their thought, as influenced by the communication being made by their leaders, and as understood by the members. The importance of communication within an organization cannot be overemphasized. Some organizations consider communication as their lifeblood.

– Collaboration. This skill enables individuals to work together for a common purpose to achieve mutual benefit. It also improves the way teams or units in an organization work together and solve their problems. Collaboration leads to more creativity and innovation, improved communication, efficient processes and increased success. It is not simply about one’s willingness to join a team or help a group. It requires other skills that make collaboration work — competence for a specific work or goal, interpersonal skills, and a clear understanding of group dynamics.

– Creativity. It is the ability to generate or recognize ideas, concepts or alternatives from a new or different perspective. This ability does not occur by chance; it is linked to more fundamental qualities of critical thinking, flexibility, and tolerance for ambiguity or unpredictability. It is also the ability to make something new — a new solution to a problem, a new method, or a new artistic form or object. When people are allowed or encouraged to be creative, they tend to view and solve problems in more innovative ways. Creativity can open the mind and broaden a person’s perspective and help him/ her overcome biases and prejudices.

– Problem-solving and decisionmaking. Problem-solving is a skill that helps a person to analyze situations, identify the real problems from among the symptoms and develop possible solutions. Decision-making is often seen as a part of problem-solving, as it involves using judgment to make a choice from among possible solutions by evaluating the alternatives. These twin skills help leaders in navigating a variety of situations that come up at work. Problem-solving and decision-making involve critical thinking. In a change process, these twin skills are very useful in understanding possible issues, reactions, resistance, and in crafting the right solutions to ensure an unimpeded and successful implementation.

– Interpersonal relationship. This is a skill needed in order to create and share common beliefs, values, goals and objectives within an organization. The concept of interpersonal relationship connotes social association, connection or affiliation between or among people. To effectively implement a change initiative, the members of an organization must be one with the leaders. Leaders with great interpersonal skills tend to succeed in creating the social connection or commitment from their people. Often, people have expectations during the change process. Interpersonal relationships often thrive through a perception of equitable and reciprocal compromise that are formed in the context of social, cultural, political and other influences.

– Organizational savvy. This skill is not often discussed but is one of the most valuable skills in life and career. It is about navigating organizational dynamics. I have seen in my 47 years in human resources practice and consulting that hard work alone does not assure success. Learning to navigate competitive hierarchies can help a person expand his/her understanding of the organization and the powers that be. Being clear about how one’s unit or position fits into the overall scheme of things and mastering the unwritten rules in an organization are crucial. Knowing what constraints one can influence or where to search for more effective influencers gets results done faster and better. Organizational savvy is also about building important relationships as one develops a moral and political compass. It helps helps to enhance people’s capacity to change.

There are several other skills, but these are the most critical ones. There is both an art and a science to effecting change. Sometimes, serendipity has something to do with it, too.

John Foster Dulles, former US secretary of state and foreign policy architect during the Cold War, once said, “A capacity to change is indispensable. Equally indispensable is the capacity to hold fast to that which is good.”

Ernie Cecilia is the chairman of the Human Capital Committee and the Publication Committee of the American Chamber of Commerce of the Philippines (AmCham); chairman of the Employers Confederation of the Philippines’ (ECOP’s) TWG on Labor Policy and Social Issues; and past president of the People Management Association of the Philippines (PMAP). He can be reached at erniececilia@gmail.com