Adaptability. The dictionary defines adaptability as the “ability of an entity or organism to alter itself in response to changing circumstances.” When an organization is adaptable it demonstrates the ability to learn from experience which, in turn, enables it to stay relevant in the world. I think that GMA SHRM does this pretty well. The GMA SHRM Board of Directors and the volunteer committees that keep us strong are always asking such questions as: Are we doing all we can to serve our members? Are the services we provide our members still valued by them? What do we need to do differently tomorrow, next month, next year to stay relevant to our member needs?

By asking these questions and by actively pursuing the answers, the Board and its committees help keep the chapter on a curve of continuous learning. This is adaptability.

When I work with clients in my consulting practice I frequently reference a classical model of organizational renewal called the Sigmoid Curve. First described by Jonas Salk, the Sigmoid Curve does a great job of identifying the lifecycle of a living organism, – which, as it turns out, happens to apply to every organization, including GMA SHRM. As the graphic below indicates, the first stage in this organizational lifecycle is “Innocence and Ignorance,” – a stage where the organization is young, small, and not very adept at navigating the challenges of the world. This was perhaps GMA SHRM 15 to 20 years ago . . . as it was just beginning its growth in membership and services. The next phase, “Competence and Confidence” is characterized by a moderate level of effectiveness. For GMA, this meant significant growth in membership, services, and financial strength. In this stage GMA SHRM began to emerge as a strong voice of HR in the Greater Madison area.

Stage three of the Sigmoid Curve, “Mastery” is an extremely interesting place. While it’s a stage characterized by great success and awards of distinction, it’s also a stage where the seeds of destruction are often sewn. For GMA, arriving at this stage would mean that the chapter has developed a level of professionalism and service delivery that causes anyone associated with HR to want to be part of it. If and when this happens, GMA becomes the dominant player on all matters related to HR and is seen as THE voice of HR in the Greater Madison area.

Last month I wrote about transparency and our chapter’s great financial strength. In previous months I’ve written about the partnerships we have forged with the community; the Board’s deep commitment to visioning and strategic planning; our ongoing efforts to connect, strengthen and serve the HR community; and our dedication to stewardship and sustainability. We are a strong chapter. We’re a national SHRM Gold Excel Award winner. We are the largest chapter in the state and, despite the struggling economy over the past eight years, our membership numbers remain high at around 825. We have a smashingly great annual Human Capital Conference (which last year broke attendance records). Our annual programming calendar is next to none and we have a long list of corporate partners that want to support our chapter financially because we’re seen as a great value.

In reviewing the qualities in the above paragraph it might be natural for some people to say that our chapter has reached Mastery on the Sigmoid Curve. I’m not one of them – yet. While I think we are a great chapter and we continue to do great things, I also see the work we still need to do to achieve and maintain Mastery. And part of me doesn’t want us to achieve Mastery. I know (because I teach it) what often comes along with Mastery: the beginning of Decline and Disintegration!

And why does Decline and Disintegration often follow Mastery? Hubris. Self-congratulatory pats on the back. Over-confidence. A sense that we have arrived, that we’re the best! Complacency and resting on our laurels are the seeds of destruction that, if we’re not paying attention, can lead us into Decline and Disintegration. And this is where adaptability comes into the picture: always asking the question, what do we need to do differently tomorrow that we’re not doing today? How do we keep getting better and not settling for yesterday’s success?

In his research, Jonas Salk discovered that living systems can avoid the calamity of Decline and Disintegration but only if they intentionally precipitate an “aha!” moment somewhere along the Sigmoid Curve. The aha moment is the key driver of self-awareness of your capacities and of the surrounding environment which then becomes a catalyst for learning, growth, and renewal. And that’s what adaptability is about – seeking out these aha moments of reflection and insight and then beginning a new learning curve that avoids Decline and Disintegration. For us to remain strong, to stay relevant to our members needs, to ensure that we continue to be THE voice of HR in the Greater Madison area, we need to be both aware and adaptable.

I welcome your ideas, thoughts, and provocations. In fact, I need to hear from you. You can be our next aha moment that saves us from the hubris of our past success and the decline that happens when we’re congratulating ourselves on winning yet another award.
 

2015 Planning is Underway

Return to Top
 

GMA SHRM Member News