Adaptive Capacity captures the notion of how we interact with complex systems and deal with constant change and occasional shocks, such as that presented by Covid-19. In today's world of VUCA (Volatility, Uncertainty, Complexity and Ambiguity), Project Managers need Adaptive Capacity not only for themselves but also for managing others, getting things done and navigating complex systems. Having tools to help themselves and their project teams build awareness of their Adaptive Capacity in a meaningful way helps Project Managers cope and thrive despite these challenges.
How is your sleep these days? The pandemic has had a major effect on people’s sleep quality. The number of persons reporting that they are not satisfied with their sleep went from 30% before the pandemic to 45% now. Individuals with insomnia have increased from 9% to 19% of the adult working population. Are you interested to know what you can do to enable sleep as well the onset as falling asleep once you wake up at night? Then don’t miss the presentation about the wondrous world of sleep with knowledge about the topic and tips and tricks to make you sleep like a log.
Resilience is not the survival of the strongest but survival of the fittest, large or small! It is increasingly important for individuals and organizations to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper. Why resilience is important? What are the behaviors that make someone resilient? How to turn disruptive changes into growth opportunities? How to cultivate individual and organizational culture of resilience in post covid-19?
In a changing and uncertain environment, where priorities can be revised according to the economic, health and social context, change management is even more crucial than before. A large proportion of employees are worried about the future and any IT project can quickly be perceived as a threat to jobs, or as an unnecessary investment, particularly at middle management level.
With the first versions of project management methodologies (end eighties) was expected those “best/good practices” will improve project reliability. But the VUCA environment and pace of crises and changes created awareness that the world becomes more complex. How to cope with this inherent complexity as project manager in times of fast succeeding issues with variating unpredictable impact?