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    to adapt to new circumstance, changes are essential. this is explained in the lecture using which example?


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    get to adapt to new circumstance, changes are essential. this is explained in the lecture using which example? from screen.

    Being able to adapt in the classroom improves teachers' well

    When teachers are more adaptable, they’re better able to respond to the changing nature of teaching, and navigate a complex workplace.

    Rebecca J. Collie, Andrew J. Martin, Helena Granziera, UNSW Sydney

    Every few months, there are reports about the prevalence of poor well-being and high attrition among teachers. These reports describe many teachers as stressed or burnt out. Between 8% and 30% of Australian teachers are choosing to leave the profession each year.

    Alongside these issues are ongoing difficulties related to the retention of quality teachers in particular geographic locations (such as in remote areas) and subject areas (such as science).

    In a recent study, we examined one factor – teachers’ adaptability – and the extent to which it might help promote teachers’ well-being and reduce attrition.

    Read more: Why suspending or expelling students often does more harm than good

    What is adaptability?

    Experiences of change, novelty, and uncertainty are common to all humans. These include major events such as beginning school, moving out of home, and starting a new job. They also include more everyday events such as a change in job role, having to think of alternative transport when a flat car battery strikes, or having unexpected guests join for dinner.

    Adapting, for a teacher may involve adjusting lesson pacing to better engage students. Shutterstock

    The extent to which we are able to adjust our thoughts, actions, and emotions in order to successfully respond to these types of situations is known as adaptability. This involves adjusting the way we think about the situation to consider different options, undertaking different actions to better navigate the situation, and minimising emotions (like anxiety or frustration) that may be unhelpful or distracting.

    Why is adaptability important for teachers?

    Just as general life is full of changing, new, and uncertain situations, so are our working lives — and especially the working lives of teachers. For example, at work teachers regularly:

    encounter a diverse range of learners to whom they must respond appropriately

    face unexpected situations in the classroom or shifts in timetabling that they need to navigate

    interact with with new colleagues, students, and parents

    integrate new and changing knowledge from professional learning into their teaching practices.

    All of these situations require teachers to adapt in order to successfully navigate them. Adapting may involve adjusting lesson pacing to better engage students, minimising frustration when a lesson is not going according to plan, or adapting one’s approach to collaboration to work well with a new colleague.

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    Findings showed that when teachers were more adaptable, they tended to report greater well-being. Shutterstock

    Adaptability is something teachers require on a regular basis and likely plays an important role in helping them to navigate the demands of their work. In our prior research, we found support for this. We found when teachers were more adaptable, they tended to report better well-being.

    We also examined whether there were additional connections with students’ achievement. Results showed when teachers were more adaptable, and so had better well-being, their students had higher achievement.

    Read more: Teachers shouldn't have to manage behaviour issues by themselves – schools need to support them

    What did we discover?

    In a new study, we asked 164 Australian secondary school teachers to rate their adaptability along with their experiences of work disengagement and their job commitment.

    Work disengagement occurs when teachers continue to do their work, but they invest little or no effort; that is, they have largely “given up”. This is a negative experience for teachers and usually occurs when teachers feel they can do little to influence their workplace experiences.

    Job commitment refers to teachers’ attachment to and personal identification with their workplace. When teachers have high job commitment, they tend to invest more effort into their work and are less likely to quit their jobs.

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    Principal support was also an important factor. Shutterstock

    Our results showed when teachers were more adaptable, they tended to report lower work disengagement and, in turn, greater job commitment. For this finding, it’s possible adaptable teachers are better able to effectively navigate the constant change, novelty, and uncertainty that occur in teaching. This may help them avoid the feelings of helplessness that lead to disengagement. In turn, when teachers put in little effort and have largely “given up”, then it’s unlikely they would feel attachment to or personal identification with their job.

    As an additional question in our study, we also looked at the role of principal support. Here, we asked teachers about the extent to which they felt the principal listens to teachers’ perspectives (such as inviting teachers’ input in decisions) and supports their initiative and innovation (such as providing teachers with choices in how they do their work). Our findings showed when teachers reported more principal support, they tended to be more adaptable.

    Read more: The emotional workload of teachers is too often ignored

    स्रोत : theconversation.com

    How To Adapt To Change in the Workplace (6 Methods)

    Learn how to adapt to change in the workplace by exploring the key differences between change and transition, and reviewing our six methods for handling change.

    How To Adapt To Change in the Workplace (6 Methods)

    By Indeed Editorial Team

    Updated September 14, 2022

    Published December 12, 2019

    The Indeed Editorial Team comprises a diverse and talented team of writers, researchers and subject matter experts equipped with Indeed's data and insights to deliver useful tips to help guide your career journey.

    Change is an inevitable and often positive aspect of working with others, and the ability to cope with change can decrease stress and even increase productivity. You may find that new and exciting opportunities arise when you accept and embrace change. Adapting to change can take time and patience, but learning tips for handling change can help you stay positive.

    In this article, we discuss how the concepts of "change" and "transition" differ, then share some tips for adapting to change in the workplace.

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    What is change?

    Change is when the factors and circumstances of a person or organization become different from the previous conditions and procedures. This occurs due to dynamic situations and experiences that prompt new actions or requirements on the individual or organizational level. For example, changing to a new job requires you to change your daily tasks, communications and schedule.

    Related: How To Deal With Change at Work

    What is the difference between change and transition?

    Change refers to the situations or events that happen to people and organizations. It is external and not always something they agree with, although it can be. Transition, on the other hand, is the internal process of adapting to a new situation. It is the process of successfully adapting from an old way to a new one.

    For example, a change could happen when your manager is leaving for a new job opportunity and a new person takes their place. Transition is the internal process you go through to adjust to working with the new manager. Change may also occur when you move from one job to another. Even though you may be excited about the new position, the change that it imposes as you leave one set of coworkers and start working with new ones can be challenging. The transition happens as you adapt and grow accustomed to your new team.

    Related: Tips for Leading Change Within Your Team

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    6 ways to adapt to change in the workplace

    Here are some tips to help you better navigate change in the workplace and adapt with ease:

    1. Accept the change

    Understand that change is a natural part of life, both in and outside of the workplace. By learning to accept that change is a natural occurrence in the workplace, you can more quickly adapt when it happens. Remind yourself that many of the best opportunities in life show up when you're open to change. Let go of the way things used to be, whether it was the processes the company used, the people you worked with or the supervisors you worked for. Remind yourself that change means there could be enormous opportunities coming.

    Related: FAQ: What Is Resistance To Change and How Do You Overcome It?

    2. Stay positive

    Regardless of what group, department or company you're working with, having a positive attitude is essential for success at work. Maintaining the ability to view a potential change with a positive attitude can help you adjust rapidly. To do this, consider focusing on what could be made possible because of the change that's occurring.

    You can also try meeting the new people you work with directly to adapt to changes in the workplace. Look for ways to leverage your abilities to the fullest extent within the new circumstances, as it can have a big impact on everyone around you.

    Related: 7 Tips for Thinking Positively at Work

    3. Get a fresh perspective

    Seeking the perspectives of people outside of your workplace, like those of friends or family members, can have a powerful effect on how quickly you adapt. These conversations can help you realize how other workplaces change and allow you to understand what's typical in your industry. Your connections may also be able to offer you some advice on how to cope with the changing environment at your workplace more effectively. This can help you to be more successful at work as changes are occurring.

    Related: What To Do When You're Frustrated at Work

    4. Focus on what you can control

    Allow yourself to b focus on the tasks and responsibilities you have complete control over. This shift in mindset, away from what you can't control, can leave you feeling happier and more fulfilled. To help yourself focus on big projects or even big obstacles, try breaking them into small pieces. Ask yourself what you can achieve today and focus on the problem or project one piece at a time. The important thing is to only try to control things you can control.

    You can also take the opportunity to reflect on what you want from your career. Identify any skills you want to learn or further develop and add those to your list of goals to focus on. Knowing you can control your own professional development can increase your feelings of personal satisfaction, even as you find your workplace changing.

    स्रोत : www.indeed.com

    The Agile Leader: Adaptability

    Learn why the best leaders are those who don't just repeat what's worked well in the past.

    By Bruna Martinuzzi (40) 40 ratings 10 MIN READ

    The Agile Leader

    The Agile Leader Adaptability


    This article is an excerpt from Mind Tools contributor and author Bruna Martinuzzi’s book, "The Leader as a Mensch: Become the Kind of Person Others Want to Follow."

    There is a well-known Chinese proverb that says that the wise adapt themselves to circumstances, as water molds itself to the pitcher. Perhaps at no other time in recent history has adaptability been more important than it is now. Adaptability – the ability to change (or be changed) to fit new circumstances – is a crucial skill for leaders, and an important competency in emotional intelligence.

    A 2008 study conducted by the Economist Intelligence Unit, entitled Growing Global Executive Talent, showed that the top three leadership qualities that will be important over the years ahead include: the ability to motivate staff (35 percent); the ability to work well across cultures (34 percent); and the ability to facilitate change (32 percent). The least important were technical expertise (11 percent) and "bringing in the numbers" (10 percent).

    As a leader, it is therefore crucial to make a concerted effort to understand people of different cultures, and cultural adaptability has become a leadership imperative. As an example, a leader I am currently working with has 22 different cultures represented in his team!

    An example of a leader who epitomizes this prized quality is Robert McDonald, chief operating officer of the Procter & Gamble Company, who has spent much of the past two decades in various overseas postings. In a recent interview, he said: "I did not expect to live outside the United States for 15 years; the world has changed, so I have had to change, too. When you look at my bio, foreign languages are not my best subjects. But, when you move out of your culture, you have to learn foreign languages."

    This willingness to get out of one’s comfort zone, and learn continuously as a way of adapting to changed surroundings, marks a key difference between successful and unsuccessful leaders.

    I have just finished reading "Everyday Survival: Why Smart People do Stupid Things" by Laurence Gonzales, a lecturer at Lawrence Livermore National Laboratories. In the book, Gonzales talks about the dumb mistakes we make when we work from a mental script that does not match the requirements of real-world situations.

    He explains that one of the reasons this happens has to do with the way that the brain processes new information. It creates what he calls "behavioral scripts," or mental models that automate almost every action that we take. For example, growing up, we build a behavioral script for the physical motions required in tying our shoes. Through practice, this script is eventually entrenched and it ends up making the action so easy and automatic that we never give it another thought. Another example of a behavioral script that we learn is ducking when something is thrown at us. Behavioral scripts simplify our world, make us more efficient and help us move around faster and with less effort. They influence not only our actions but also what we perceive and believe. Gonzales says that "We tend not to notice things that are inconsistent with the models, and we tend not to try what the scripts tells us is bad or impossible."

    The efficiency of these scripts carry with them a downside: they can divert our attention from important information coming to us from our environment. In other words, the models or scripts push us to disregard the reality of a situation, and dismiss signals because the message we get from our scripts is that we already know about it. So we make decisions about a situation that, as Gonzales puts it "aren’t really decisions in the real sense of the word. They’re simply automated behaviors."

    Mental scripts may also result in stubbornly clinging to the notion that "this is how we have always done it", refusing to understand and accept the realities of a new situation. Gonzales quotes Henry Plotkin, a psychologist at University College in London, who states that we tend to "generalize into the future what worked in the past." So, whatever worked in the past, do it; whatever didn’t work, avoid it.

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    This is, of course, the anti-thesis of the quality of being adaptable, of being flexible under the influence of rapidly changing external conditions. It can make us rigid, unresponsive to change, and unwilling to learn and adopt new ways, all of which can have an impact on our ability to survive and succeed in the long run. People who score high on the adaptability competency are able to deal more positively with change, and they are able to do what it takes to adapt their approach and shift their priorities.

    Here are a few tips for developing adaptability.

    When you catch yourself shooting an idea down, take a moment to consider what mental scripts are influencing your behavior. Mental scripts are so automatic that you have to decide intentionally that you want to challenge them, if you want to improve your leadership.

    Help your people distinguish between observation and inference, between fact and conjecture. Inference and conjecture can be influenced by mental scripts which don’t have a bearing on reality. Be the voice in the room that calls others’ attention to this possibility, and help everyone pause so that they can analyze inferences and conjectures that may or may not be valid.

    स्रोत : www.mindtools.com

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