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Human Resource Management in the Future
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This is the first in a series of 15 books looking at the world of work and people and what 2025 will be like. Somewhat hopefully, somewhat practically, maybe somewhat scarily.
People and work have changed constantly so such changes predicted for 2025 are not really anything new – driven by societal moves; consumer trends; technology and science advances plus of course ecological/environmental shifts.
With an ever deeper array of information and data you would think we would have more to rely on to make firmer predictions about the future? But as Dan Pink calls it “we are not as...predictable as it might seem”. “If this happens then that happens” is not a law one can rely on for the future. It’s way more complex than that.
No instead, despite the volume and range of access to information and a deeper understanding of the history, psychology and science of things, the future remains, as Dan Ariely put it “predictably irrational”. In fact people like Ariely are doing their utmost to help us get a handle on what the future could be through advanced insight into behavioural economics.
To a large degree, the future depends on what decisions we make. Of course there are factors beyond even our most brilliant decisions, but we like to think that what we decide to do, has an immeasurable impact on the future. Increasingly, we are also attuned to there being a variable aspect to our destiny and this is not just a single track not impacted upon by us. Fate and our destiny it appears is only partly laid out for us. It is more a range of options which we choose consciously or subconsciously.
Whatever we feel or believe about our control of the future and the events that will make up the future, we will make more and more predictions about it and work hard to get more and more insight and predictive analytics about it. We cannot settle for unknowns. Even if we were inaccurate for the majority of our predictions, those we did get right were helped or avoided by our predictive abilities.
So we have unpredictability, volatility, complexity and ambiguity. And that’s just normal every day life. Change programmes? Pah – there is no longer such a thing.
There is no stability; no quiet periods and if there is, you ought to be worried. Things that stand still calcify. Erode. Crumble.
Perry Timms - Personal Name
978-87-403-0609-5
NONE
Human Resource management
English
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