Inflection points
In this 500 words or less…
We reflect on inflection points as triggers for big changes in life and what to do when change inevitably happens.
In mathematics (keep reading), an inflection point signals a significant shift in the direction of a curve. Similarly, in business, product (and life), it denotes a critical moment where strategies must adjust to internal and external pressures, often catching many off guard with unforeseen consequences. These consequences can have significant impact(s) on individuals, organisations and work-product.
Inflection points can lead to highly disruptive outcomes, highlighting the importance of understanding and preparing for them. Substantial change often happens right from organisational through to product, teams and individuals.
As we potentially move towards a post-knowledge workforce characterised by trends like automation, the value and skills we offer may undergo significant shifts. Therefore, recognising how to spot an inflection point and preparing for change is a key skill in the workplace.
Preparation involves practical strategies grounded in behavioural science and psychology.
Firstly, understanding influence within a corporate/work environment and its impact on commitment is crucial. Authenticity is key here and individuals have to choose how they would like to develop or demonstrate their authority (e.g. through expertise), their alignment with others who are leading the charge (social orientation) and the impact that developing relationships with others can have on credibility and dependability. These and other factors like like teamwork, communication, and recognition are intertwined with organisational commitment and influence (both ways) and should be carefully considered in the workplace.
Secondly, building resilience is vital for weathering inflection points. This involves overcoming adverse situations through adaptation and bouncing back from setbacks. Having contingency plans and continuously refining soft and technical skills (within reason) are essential aspects of resilience-building.
Lastly, (and probably most importantly) acknowledging that others will make key decisions during inflection points is essential. Individuals often have limited control over these decisions and outcomes, but dwelling on this lack of control can be harmful. Instead, focusing on maintaining empathy, self-respect and avoiding negative office politics (if possible) can help navigate these critical moments effectively.
Reflection 🤔
Inflection points are not just moments of change; they're opportunities for growth and adaptation. As we navigate the complexities of an evolving work landscape, understanding how to identify and respond to these pivotal moments becomes paramount. In the face of automation and other technological advancements, the skills and value we bring to the table are always shifting. Adaptability and foresight are no longer optional; they're prerequisites for success.
To thrive in this dynamic environment, we must equip ourselves with practical strategies rooted in how we think and act behaviourally. Cultivating strong teamwork, effective communication, and developing key soft skills are essential.
Yet, perhaps the most crucial aspect of navigating inflection points is acknowledging our limited control over external decisions and outcomes. Instead of dwelling on this lack of control, we must focus on maintaining empathy, self-respect, and a positive workplace culture. By doing so, we can aim to confidently navigate the ever-changing currents of the business world, emerging stronger and more resilient with each inflection point we encounter. But as we do so, lets make sure we do it in a way that respects our limitations and psychological wellbeing, and those of others.
To think about from this 500 words:
Learn to recognise inflection points: Understand that inflection points signify critical moments in organisations (and resulting outcomes) where strategies must adapt to internal and external pressures.
Prepare for disruption: Be aware that inflection points can lead to highly disruptive outcomes with significant impacts on organisations, individuals, and work-product.
Cultivate adaptability and resilience: Focus on building resilience by overcoming adverse outcomes through adaptation and bouncing back from setbacks. Continuously refine soft skills and have contingency plans in place.
Understand influence and commitment: Recognise your influence within a corporate environment and its impact on organisational commitment. Cultivate factors like teamwork, communication, and recognition to enhance perceived commitment levels at a pace and level of authenticity you are comfortable with.
Maintain empathy and (try to) avoid negative thinking: Acknowledge that key decisions during inflection points may be made by others. Instead of succumbing to negative office politics (if possible), approach behavioural issues with sensitivity and empathy to navigate critical moments effectively. Whilst you may not get the outcome you want, you can demonstrate emotional maturity and improve your reputation in how you react to situations.
And finally, prioritise your mental health: When change happens it can fundamentally impact your psychological well-being. Whilst some can navigate disruption, others need help and support, if this is you, know that it’s perfectly normal to feel how you feel. If you can, seek professional advice or evidence-based self-help. Human emotions are messy and complicated so absolutely do not sacrifice your psychological well-being at the expense of excessive continuous improvement.
What are 500 words or less?
Short-form pieces around behavioural science, digital transformation, applied research, data-science, business and domain specific UX interests from the brain of Haydyn Phillips. Ideas are distilled, reduced and challenged in as few words as possible, therefore full concepts may not be articulated as comprehensively as some wish.
Often I’ll provide data supported by relevant literature. However, this may be erroneous, out of date or de-bunked, so please take the time to do your own investigations if you’re so inclined. I don’t write politically, culturally or organisationally divisive or critical narratives, I aim to educate, interrogate and provide perspectives to help people think critically about their career and behaviours in digital and beyond.
None of this is medical, legal or professional advice, my opinion is just that and my perspectives will quite probably differ from yours! If you feel strongly about this topic, you can email me, I believe that open dialogue is essential. And yes, I do respect my employer, so if you’re hoping for some spicy inside information then sorry to disappoint.
