Adaptive Intelligence Explained

SEAN BOWMAN, DIRECTOR STAGIRA CONSULTING PTY LTD

So far I have posted two articles about the importance of Adaptive Intelligence – a capability that will distinguish those who will flourish from those will flounder in the future.

In my first article I explained Ray Kurzweil’s theory about the Law of Accelerating returns. Kurzweil’s theory is straightforward – a more advanced society produces change at a faster rate than previous societies. Why? Because they are more advanced. Because of this phenomenon, human progress has been changing at an exponential rate

Sometimes it can be difficult for humans to understand what exponential change actually means. So Kurzweil attempted to explain exponential change by reference to all of the significant advancements that occurred during the 20th century. According to Kurzweil, by the year 2000, a 20th century’s worth of change occurred every 20 years. In 2018 it is estimated that 20th century’s worth of change only takes around seven years, and that by 2028, a 20th century’s worth of change will occur every year. Beyond this, multiple times a year. Just pause for a moment and think about this.

Maybe 2018 will be the year when exponential change will slow down. Even if it does (which I highly doubt), we are experiencing unprecedented technological and social change. And this is only going to accelerate.

Do I need to mount a more compelling case about the importance of having the capability to adapt to a fast changing and complex world? And this capability is what we call Adaptive Intelligence.

So what exactly is Adaptive Intelligence?

Well, let’s start with a simple and straightforward definition:

“Adaptive Intelligence is having the Insight, Desire and Capacity to adapt to complexity and sustain behavioural change” 

So in essence, there are three key elements to Adaptive Intelligence.  These are:

Insight – A compelling perspective that behavioural change is required and clarity on the difference that this change will make

Desire – The moment in time when someone really wants to change because the cost of not changing has become too high. Desire is more than a perspective that one ought to change or should change, but involves deep visceral feelings of commitment to change

Capacity – Having the required level of mental complexity to perceive & adapt our thoughts, emotions & behaviour to the world around us. This involves the ability to reframe our mindset to change the way we respond to situations and stimuli. By reframing mindset, an individual can adapt to complexity and sustain behavioural change, whilst still being open to insight that future behavioural change maybe required.

MORE ABOUT ADAPTIVE INTELLIGENCE

Most serious efforts at personal and/or organisational change start with a compelling insight and a strong desire for change. Certainly without either of these elements, change will not occur. But even with strong insight and deep desire change often does not occur or is not sustained because people/organisations move straight to action plans without tackling the underlying mindset or capacity required for individuals and organisations to actually change.

At a personal level, the simplest and most common example of this is someone who wants to lose weight. Their compelling insight may come form a doctor or from simply looking into a a mirror or standing on the scales . Their deep desire is to be healthier and enjoy life more. The person may then pursue an action plan such as a diet (e.g. low-carb or 5/2), join a gym, start using meal replacements, sign up to a low-calorie meal plan delivered straight to your door, or some or all of the above. For some people this action plan works and weight goals are achieved and sustained. But for so many their goals are either not achieved or not sustained. And yet the technical solution for losing weight couldn’t be simpler (ie just eat healthier and exercise more).

This simple example highlights why having a compelling insight and a deep desire to change is often not enough. In this example, which is a common one played out across the world millions of times every day, sustained change has not occurred because the underlying mindset or capacity for change has not been addressed. Because of this, the frame through which our mind perceives the world and drives our behaviour will always ultimately prevail. In other words without reframing, or building capacity for change, sustained change will most likely not occur.

The same often occurs with change programs within organisations. The compelling insight is often called “the burning platform” and the change program itself usually focussed on building a strong desire for change within the company – identifying key stakeholders, key messages, communication initiatives, training programs and funky change activities. Lots of effort, combined with genuine positive intent often results in little change, or even worse cynicism amongst the workforce which might even strengthen resolve against the change program. 

Why? 

Because each individual will be viewing these change messages through the mental frame that drives their mindset and behaviour. A simple example of such a frame is that “all companies never tell you everything – only the good parts and never the bad bits”.   Unless the AQ of individuals and the company collectively is built, people will receive messages filtered through this frame, which often results in a message being received that is completely different to the message intended.

In both of the above examples there is a gap between an individual’s and an organisation’s genuine desire for change and their actual ability to change. 

Building Adaptive intelligence bridges this gap.

HOW ADAPTIVE INTELLIGENCE (AQ) DIFFERS FROM EMOTIONAL INTELLIGENCE (EQ)?

For most of the period of the Industrial Revolution IQ was the distinguishing capability -it defined success in terms of breakthrough inventions, automation, engineering, discovering new sources of energy etc. The default leadership style during this period was command and control, and much economic gain was made through exploitation of people.

During the 20th century this model started to change. Intellect was still importan, but towards the end of the 20th century is it was clear that a new capability defined leadership success. The ability to create a compelling picture of success, and motivate and inspire people behind this vision required leaders who led by example and displayed constructive behaviours. This required high levels of self awareness and the desire and willingness to receive feedback so that theiy could engage in a lifelong journey of self-improvement to be the most effective leader that they could be.

This new capability was termed Emotional Intelligence or EQ. It remains a very important characteristic. People who have high levels usually have a compelling Insight into their key development areas. They are usually aware that there are 2 or 3 big things about themselves that , if they could change, would make a massive difference to their lives. Such leaders also have a strong desire to work on these development areas and have usually invested a lot of time in terms of coaching, development activities and feedback.

However often such leaders don’t sustain much progress on these key development areas. This is why Talent Review documents in most organisations have the same recurring development needs for their key people year after year after year.  Sometimes this is because the desire for change is not visceral (more in the “ought to” category). But in many circumstances the desire is deep, but the progress is nonetheless patchy or ineffective.

The reason is because the capacity for change has not been developed and this is what distinguishes Adaptive Intelligence form Emotional Intelligence. Adaptive Intelligence (AQ) bridges the gap between Emotional Intelligence (EQ) and actual sustained change. In other words AQ builds on rather than replaces EQ in the same way that EQ built on rather than replaced the importance of IQ. 

People with high levels of Insight and Desire display Emotional Intelligence. The distinguishing feature of Adaptive Intelligence is the Capacity to actually change. 

SO HOW DO YOU BUILD ADAPTIVE INTELLIGENCE?

Stagira Consulting is the first company to build an Adaptive Intelligence assessment tool – the Insight Desire Capacity Questionnaire (IDCQ).   The IDCQ measures the Insight, Desire & Capacity or an organisation or an individual , the output of which is an Adaptive Index. This index provides a benchmark of the Adaptive Intelligence or AQ of an individual or organisation . This allows us to partner with you on the key areas and actions to build adaptive capability and Adaptive Intelligence of an individual or organisation, as well as the ability to measure progress on building Adaptive Intelligence.

We draw upon a range of leading edge tools and techniques that are tailored to the key insights that build adaptive capability of your people or your organisation. 

We believe that the ability to adapt is and will increasingly be the defining capability over the next ten years and beyond.

Please contact us to find out more about how we can partner with individuals and organisations to build this critical capability.