An arts-based process to build Workforce agility

V. Vijayalakshmi

14 citations0/0 files storedJournal of Organizational Change Management

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Organizational Change and Leadership Corporate Management and Leadership Organizational Management and Change

Abstract

Purpose The world of work is constantly evolving such that the Workforce in the previous era was driven by the need for stability and is now driven by the desire for creative disruption. While firms must respond to the challenges and dynamics continuously, employees must be ready for any upcoming change to progress despite the turbulence and attain a competitive position. This paper's focal theme is Workforce agility – the ability of employees to respond to and make the most out of changes. Studies on the personal factors affected by changes, in turn, influencing Workforce agility have been scarce. The authors propose a conceptual model with propositions to address this gap. Additionally, the authors propose an employee-centric experiential training practice to foster agility. Design/methodology/approach The authors have employed conceptual description methodology to build propositions about the personal factors influencing Workforce agility and an arts-based intervention to enhance it. Findings Intermodal arts-based intervention (IABI) can influence employees' epistemic curiosity, which aids with managing ruminative thoughts, thus enhancing Workforce agility, while dispositional joy moderates this relationship. Practical implications The proposed “Intermodal Arts-Based Intervention (IABI)” can help firms move from a traditional training-based approach to an experiential one to foster their Workforce's agile capacities. Considerations for its implementation are explained. Originality/value This study is one of the first attempts to integrate multiple art forms as a change management practice. The conceptualized model also brings out the adaptive and maladaptive aspects of epistemic curiosity and rumination and the role of joy in promoting agile behaviors.

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References

1993The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster 2004The broaden–and–build theory of positive emotions 1991Responses to depression and their effects on the duration of depressive episodes.2001A Temporally Based Framework and Taxonomy of Team Processes 2003Rumination Reconsidered: A Psychometric Analysis 2005Positive emotions broaden the scope of attention and thought‐action repertoires 1994The psychology of curiosity: A review and reinterpretation.2000Proactive Behavior in Organizations

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