Some of us go to beaches for vacation. I like those, too, but in the middle of Indiana in February, that is not an option. In that same realm, I take “brain vacations,”exposing myself to a new topic where I have limited understanding. To this curious, entrepreneurial brain, it feels fresh and exciting (kind of like beach vibes). A few weeks ago, I took a brain vacation at Newfields and attended a lecture on horticulture—a topic I know exactly zero about.
I know what you are thinking right now: “Sam, tell me you are a nerd without telling me you are a nerd.” I hear you, but I think this is fairly common behavior for people with entrepreneurial, innovative or otherwise creative brains. For some, it might look like riding a bus just to see where it goes or sitting on a park bench and people-watching. On the surface, it looks directionless, but it often leads to breakthrough thinking.
Back to Newfields: I settled in with a cup of coffee, ready to look at slide decks of flowers for a few hours, or so I thought.Jack Wiliams, a geography professor at the University ofWisconsin-Madison, came to the front and began speaking about the effects of climate change on horticulture. To my surprise, he began reviewing what had occurred from dinosaurs to today—no talk of flowers at all! My curious brain was ready.
One slide in particular made me sit up: “Increasing EcosystemResilience to Changing Climates.” It introduced the RAD framework—resist, accept, direct—used to navigate environmental shifts. I fumbled for my phone to take a photo, as my brain made connections paralleling the RAD framework and our work with business leaders as they navigate the evolving workplace ecosystem. Stay with me here—we are closer to dinosaurs than we thought!
OK, back to RAD. (If you are close to my generation, you might be thinking, “That’s so rad, dude,” but not THAT rad!)
“Resist” is defined as helping an ecosystem stay in its current state or slow the rate of transformation. In the workplace, resistance looks like holding onto pre-pandemic policies and expectations (i.e. having everyone come into the office daily, regardless of job role or life situation). These resistors look to maintain the status quo. And for good reason: They are successful. Changing could compromise their way of being and what has historically brought them that power. Using dinosaurs as our example: They once dominated and in theory resisted change—and are now extinct.
“Accept” refers to an ecosystem transformation with minimal intervention. In the workplace, this is the policy that there is no policy—people should work from wherever feels right for them, regardless of organizational needs. This works well for some organizations, not all. This flexibility is not easy. The system will break down for many, but for a select few—perhaps based on luck—it works. This time, biomimicry is our example:Crocodiles adapt and persist in multiple climates. They are lucky to be flexible in just the right ways to accept change and make it work wherever they are. Be careful: Not many can be a crocodile.
“Direct” is actively guiding ecosystem transformation toward desired outcomes. At DORIS, we work most closely with leaders in this group. They know they cannot stay the same or leave the future to fate. They constantly collect data from the world around them to make informed decisions. These leaders are willing to change themselves alongside their environment to stay relevant. Consider these the woolly mammoths: They evolved, changed behaviors and ultimately became elephants. We don’t see the woolly mammoth anymore, but we know the elephant. Elephants are large and powerful. Similarly, leaders who direct change are better at staying relevant and powerful.The organization evolves.
I’m looking at the ecological effects of climate change over millions of years as a metaphor for understanding a present-day human ecology problem. The built and social workplace environment has been in extreme flux the last five years. TheRAD framework was so interesting to me because I think about the evolving workplace all the time. But I had never considered it this way. I wonder if the parallels are true and whether what we learn from history could be foreshadowing for today.
If yes, then those organizations that highly resist changes to the human ecological system will struggle to survive. Like the dinosaur, they will be forced to evolve eventually and might end up resembling a chicken someday. Accepting is risky business, since not many are as lucky as the crocodile. Surely there are countless animals that took this approach we don’t even know about today, because it didn’t work. Directing is the safe play.Leaders who understand and accurately read ever-changing human ecological changes—and change themselves just enough along with them–-might end up being the ultimate winner. (The happy elephant in the room!)
So, to all leaders out there, I recommend a good brain vacation.Give yourself time to think about your organization—what it is and what you want it to be. It’s rad.
Published by the Indianapolis Business Journal
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