Civility at Work: A Change Imperative
….let us use this occasion to expand our moral imaginations, to listen to each other more carefully, to sharpen our instincts for empathy, and remind ourselves of all the ways our hopes and dreams are bound together…
—SU.S. President Obama speech at the memorial
for the Arizona shooting victims
The world is changing. The way people respond to stress and other situations seems different than even five years ago. The way we value each other, and how we act in public, has also changed, and without question, the way we live and work has changed too. And, all this change continues at a rapid rate. Sometimes, the change can be frightening, or difficult, or sad. But, as President Obama suggests in the preceding quote, we need to change our mindset about what we are experiencing. We need to see change as an opportunity to learn. And, this is especially true of changes in the workplace.
An ongoing challenge for businesses today is to manage themselves effectively in times of change, to remain in control when unexpected change arises, and to leverage the positive impact of change. The American Management Association commissioned the Human Resource Institute to conduct a global, in-depth study on strategic agility and resilience. The institute’s series of Major Issues surveys showed that managing change was perennially ranked among the top workforce management issues throughout the 1990s and into this over the past two decades. Some of the main findings were:
• The vast majority of respondents (82 percent) report that the pace of change experienced by their organizations has increased compared with five years ago.
• A majority (69 percent) say that their organizations had experienced disruptive change—that is, severe surprises or unanticipated shocks—over the previous 12 months.
• There are meaningful differences among surveyed organizations in the highest- and lowest-performing categories. Compared with their lower-performing counterparts, higher performers were more likely to:
1. View themselves as agile and resistant
2. See change as an opportunity
3. Say that the pace of change has gotten faster, but remains predictable
4. View themselves as having better change capacities at the individual, team, and organizational levels
5. Engage in strategies such as training to improve managers’ change management skills1
Additionally, the Conference Board of Canada found that CEOs around the globe identify “speed, flexibility, and adaptability to change” as among their greatest concerns. “Adapt or die” seems to be a prevailing attitude. Accordingly, companies of the future will benefit by finding good ways of measuring their capacity to manage change, that is, their adaptive capacity. These organizations will be able to gauge their current agility and resilience and then determine additional needs. When gauging adaptive capacity, organizations will look at four different levels:
What Does Change Have to Do With Civility?
To survive and thrive in the new world of work, we need to learn continuously, and we need to do so at the pace of change. And, what does this have to do with civility? Well, clearly, implementing a civility initiative in your workplace is going to require change. People, processes, codes of conduct, how you recruit and hire, the way you evaluate performance, and so on. Many of these things are going to change.
One very important aspect workplace civility programs that is not true of all change initiatives is that the process and the work related to civility will necessarily go on for a long, long, time—may be even forever! Remember in Chapter 1 where we talked about how when you approach civility as a change initiative you are never really done?
For some, this realization is going to be an insurmountable barrier to implementing civility as a change initiative. But others, as I was, may instead be inspired to learn more about change and identify ways to overcome barriers to change. Understanding what it takes to achieve positive culture change in workplaces has been a long-term pursuit for me, and it has been key in helping me discover that the best model for building a culture of civility in the workplace is a change readiness model—and so the Civility Culture Compass® was born. More on this in Chapter 7, but for now, some general discussion on change.
The Stress of Change Can Be Positive
We know from our own experiences that change can be stressful. And, research shows that stress impacts behavior and how we think. Of note:
a. Stress is the number one health threat in the United States3
b. 70–90 percent of doctor visits are due to stress-related issue4
c. Stress is linked to the six leading causes of death5
While these risks are real, recent research is showing that work strain, when managed correctly, can actually have a positive impact on productivity and performance6. When driving change toward a culture of civility, the trick is to change participants’ mindsets such that what might be perceived as negative stress becomes good stress, for example, anxiety becomes excitement, fear becomes enthusiasm.
The fact is, stress is unavoidable. “We live in a world of ongoing worry, change, and uncertainty. You have to get used to it,” says Justin Menkes, an expert in the field of C-suite talent evaluation and the author of Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others. “Stress is an inevitable part of work and life, but the effect of stress upon us is far from inevitable,” says Shawn Achor, an expert in positive psychology and the founder of Good Think, Inc. Both Achor and Menkes agree that altering your approach to stress can yield positive effects. “Stress can be good or bad depending on how you use it,” says Achor. In fact, how you manage pressures can distinguish you as a leader and give you a career advantage.
Positive impacts—stress can:
• Cause the human brain to use more of its capabilities
• Improve memory and intelligence
• Increase productivity
• Speed recovery from things like knee surgery
And, even at high levels, stress can:
• Create greater mental toughness
• Help build deeper relationships
• Heighten awareness
• Foster new perspectives
• Provide a sense of mastery
• Build a greater appreciation for life
• Give people a heightened sense of meaning
• Strengthened priorities
The findings of Harvard researchers Achor and Menkes (2011) were significant:
A. When an individual thought about stress as enhancing, instead of debilitating, they embraced the reality of their current stress level and used it to their advantage.
B. Positive-minded individuals reported significantly fewer physical symptoms associated with distress (such as headaches, backaches, fatigue).
C. On a scale of 1 to 4, productivity assessment moved from 1.9 to 2.6—a significant shift.
D. Life satisfaction scores also increased, which in previous studies has been found to be one of the greatest predictors of productivity and happiness at work7.
Change = Learning
As many people have a visceral reaction and assume the worst when they hear the word change, we recommend encouraging everyone involved in a workplace civility initiative to replace the word change with the word learning and to focus on the positive, as well as on the end in mind goals and outcomes, of the initiative. For example:
• Avoid calling your initiative a change initiative, call it a Ready to Learn, or XYZ Workplace Civility Project. Maybe it is an Employee Engagement Program or your Building a Better Workplace Initiative, whatever you like, just try not to put the word change in the title.
• Instead of saying, “As a result of market changes and global trends, we all have to change. We need to work faster and be more agile,” say, “We can build on our current skills and take this opportunity to learn as we adapt to trends and market shifts.”
• Do not say, “You need to change how you work,” say, “Learning how to work differently will make you more efficient.”
• Rather than saying, “You are all required to attend Change Management training,” say, “The Continuous Learning course we’re all taking, is going to help us manage whatever comes our way.”
• Employees are more inclined to get excited about learning opportunities versus requirements to change, and people usually like knowing what the benefit of the change or learning will be, for example, say, “We can all reduce our daily stress by learning how to manage our time better. Attendance requested: Learning opportunity for Supervisors, every Tuesday 9-11am,” versus saying, “We are wasting too much time and have to do things differently. Mandatory training for supervisors. Time Management training 6 consecutive Tuesday mornings 9-11am.”
When you review Chapter 7, The Civility Competency Matrix, you will learn more about how specific skills such as systems thinking and continuous learning enable you to learn amid constant change. And, you will see how social intelligence and cultural competence skill development can help individual employees and your overall organization be to be both resilient and adaptive, to foster effective communications, and to overcome the challenges that new changes bring. These abilities all support a culture of civility. You may note as you continue on in the chapter how frequently we reference learning versus change. Think about how doing the same in your conversations about change might shift attitudes about change in your work group.
The New World of Work
While we are talking about change, and before we get too far into planning our civility initiative, it seems prudent to have a look at some trends and influences that may be impacting our workplaces, currently, or in the near future. You will see when we look at the Civility Culture Compass® model shortly that these are insights that can help you navigate potentially barriers when starting and managing a workplace civility initiative.
Research and Resources on Trends Impacting the Way we Work
Social Trends
• When and where employees work is changing due to mobile devices: they work at home, during their commute, and on weekends.
• We see an emergence of the 24-hour shift (62 percent work before office commute,
• 37 percent each evening at home, 49 percent in middle of the night if they cannot sleep).
• Trivialization of place—employees can work anywhere, anytime, thus much more freedom.
• Many employees have smartphones and tablets and use both for work or personal8.
How do these social trends impact how we work?
We are not working face to face as much, we are on the go, and we are communicating via technology, so we may lose our ability to read nonverbal and verbal cues. Plus, we may use time differently, and this can be a problem if someone has a different idea of respect for time. We may be relying on our devises and not thinking as much.
Employment Issues
• An increase in nonstandard jobs with nontraditional working arrangements
• A decrease in middle-class jobs such as middle management with a commensurate increase in good jobs (professional, white-collar) and bad jobs (unskilled, semiskilled—cashiers, cooks), increases in downsizing and restructuring of organizations
• A definite increase in multitasking and multiskilling (expanding the range of duties and increasing responsibilities) in the modern workplace
• An increase in contract work and part time
• Moving away from job specialists to job generalists
• Management hierarchies generally are flattening
• An increase in automation and artificial intelligence replacing workers9
How do these employment trends impact how we work?
These trends can result in stress related to:
• Fewer opportunities for advancement
• Decreased employee loyalty and motivation
• Change fatigue
• Mental and physical health issues, for example, depression, longer periods of unemployment between job changes, longer work terms before retirement resulting in multigenerations at work
• Underemployment due to necessity to take whatever job is available
• Over work and labor shortages
• Job insecurity
• Low morale
• Workforce aging (tension between generations, retirement age, disability concerns), population aging (eldercare pressures for employees), population more ethnically diverse
Also, due to pressures of globalization, the employment relationship is increasingly fragmented, interrelated (networked) and unstable (ongoing mergers and acquisitions)10.
Technology and How We Do Business
• Mobility, cloud computing, business intelligence, and social media are transforming business: consumer behavior more value-driven, business pace accelerating to real-time, and new digital economy (due to technology) creating need for business to become more networked, less hierarchical11
• Changes in the structure and composition of information technology (IT): toward cloud computing (more and more will be done with cloud computing including moving analytic data to the cloud and increased application mobility to name a few)12
• More flexibility for business in creating IT solutions for use, application, and storage of information13
• An increase in the number of employees working at home, 90 percent of companies surveyed plan to invest heavily in productivity-enabling technology such as voice activation and video conferencing, trend toward increasing mobility, and use of smartphones, ongoing blurring between business and personal technology14
• About 12.1 million workers in the United States are employed in the IT industry—with numbers increasing all of the time, it is one of the fastest growing markets in the United States15
• Effect of social media (defined as “the use of web-based and mobile technologies to turn communication into interactive dialogue”) in workplace has both positive and negative effects as it “may simultaneously contribute to productive behaviors (task-oriented and relationship-building) as well as unproductive behaviors (deviance) at work”16
• The Internet is transforming the global marketplace-changing consumer behavior and creating new business models17
• Industries are transforming because of the application of IT, business pace is accelerating—real-time business intelligence and predictive analysis will be required for faster decision making and coping with unexpected market risks and opportunities, and business is reorganizing to embrace the new digital economy—toward a network structure and away from hierarchy18
How do these technology trends impact how we work?
Work has intensified, through application of technology: processes move swiftly, more tasks are expected, pressure to meet productivity targets is increasing. And, work is becoming more dependent upon technical competence, so if you are not tech savvy or digitally competent, this can become a very big problem. Technology has enabled all sorts of non-traditional, flexible work arrangements that impact how, when, and if we socialize and how we collaborate. Additionally, working effectively from home requires employees be more autonomous, make decisions, and problem-solve more often without ready access to support, find information, and manage themselves and time in different ways than when operating in a workplace full time. Networking, communication, and the nature of social interaction skills need to be learned and honed for new work at home applications.
Economic Trends
• “The recession and financial crisis that ended in 2009 caused a seismic shift that has reshaped the global business landscape. The world economy is now characterized by sluggish growth in the West, a shift in power to the East, and value-driven customers and rising risks everywhere. At the same time, the downturn has hastened the adoption of key technologies – mobility, cloud computing, business intelligence and social media- that are transforming business and sparking a new wave of wealth creation...”19
• There has been an increase in complex challenges: globalization, market dynamics or regulation, shortage in qualified talent, increasing competition, proliferation of new technologies, increased customer expectations, mergers and acquisitions20.
• Globalization, facilitated by technology, has increasingly: allowed fragmentation and outsourcing of production generally; created networked organization (joint partnership arrangements, which increase efficiency and decrease costs, for example, bringing in specialist knowledge and expertise at competitive prices); and facilitated or necessitated ongoing mergers and acquisitions21.
How do these economic trends impact how we work?
We need to understand how our little piece of the world, our work and so on impact and are impacted by the rest of the world. This requires systems thinking and an ability to connect and collaborate with others as a means of accessing ideas, information, and solutions that might not be immediately accessible from inside our little world. Increasingly, I would say that collaboration is currency, and you have to be a knowledgeable worker to manage the impact of these economic trends.
Demographic Shifts
Canadians are aging, and the birth rate is falling: by 2031, 25 percent of the Canadians will be over 65 (up from 13 percent currently). The Canadian population will rise to 36 million in 2026 and fall thereafter; by 2030, there will be 40 retirees for every 100 working persons. It will be more difficult over next 10 to 20 years to attract immigrants due to competition from other countries, and historical immigrant pools are aging also. After 2030, all Canadian population growth will be from immigration—Canadian immigrants increasingly from Asian and Middle Eastern countries22.
While the insights provided reference demographic outlook in Canada specifically, there is little doubt that other countries are experiencing similar demographic shifts.
*Government efforts directed to keeping older workers in the workforce (including proposed changes to human rights legislation)
*World population continues to grow overall (U.S. Census Bureau, International Database, and World Population Trends 2011)
How do these demographic trends impact how we work?
Having the ability to work well with others and to understand the impact of cultural and generational issues will be increasingly important. Employers will need to understand how to integrate their organizational culture with the growing number of legal requirements related to accommodation in the workplace. We will all have to build our social skills and communication competencies to overcome gender, generational, cultural, experiential, and communication barriers in the workplace.
Recommended Homework
What leadership looks like in 2030 and beyond?
• Checklist of CEO imperatives in New Digital Economy indicates leaders need to be: flexible, forward-thinking, resilient, adaptive, creative, and conversant with social media23.
• For leadership competency in future, the focus “....should be on key emerging business revolutions: agility (speed in anticipating change), authenticity (must create clarity: articulate a vision, create sense of purpose, build confidence and trust in their teams), talent (develop, engage, motivate), and sustainability (balancing business results with concern for greater good). The winners of tomorrow....will use their skills to remain at the ready, anticipate and harness the power of change, and stay ahead of the shifting business environment”24.
• “As globalization increases, organizations are continually asked to bridge cultural, geographical and functional boundaries effectively and efficiently”25.
• Leaders need to create emotional resonance with and impact on others26.
• “Most organizations will not need a ‘Lone Ranger’ type of leader as much as a leader who can motivate and coordinate a team-based approach”27.
• Future leaders will need to be conversant with doing business internationally and conceiving strategies on a global basis28.
• Leaders will need to cultivate resilience in their workforces to navigate change effectively and mitigate effects of employee stress29.
Additional Influencers
A new pattern of work is emerging as the knowledge economy realizes the potential of new technologies and new organizational models. The changes are occurring in the areas of:
*Cognitive competence (increased range of tasks and abilities needed and ability to sort and manage huge amounts of info)
*Social and interactive competence (excellence in conflict management and negotiation skills needed due to increased teamwork/collaboration)
*Changes in process and place (work becoming mobile)
*A new “psychological contract”—between employers and employees (expectation of competency development, continuous training, work/life balance30)
Oxford economics: The New Digital Economy research paper coproduced by AT&T, Cisco, Citi, PriceWaterhouseCoopers (PwC), and SAP31 identified six dramatic shifts for which organizations need to prepare:
• The global digital economy comes of age
• Industries undergo a digital transformation
• The digital divide reverses
• The emerging market customer takes center stage
• Business shifts into hyper drive
• Firms reorganize to embrace the digital economy
A great many of these trends and influences were considered in creating the Civility Culture Compass®. I encourage you to take some time to consider if and how some of these trends might already be evident in your workplace and/or how they might impact you in the future. Your answers are going to help you identify and predict skills gaps—and this information will be very useful when you are outlining a civility competencies training plan.
The Myth of Change
One very popular business book Good to Great by Jim Collins. Collins talks about the myths of change. He says, “I want to give you a lobotomy about change. I want you to forget everything you’ve ever learned about what it takes to create great results. I want you to realize that nearly all operating prescriptions for creating large-scale corporate change are nothing but myths”32.
Generally, Mr. Collins talks about how in the companies that his team observed making the leap from good to great, “… there was no miracle moment. Instead, a down-to-earth, pragmatic, committed-to-excellence process—a framework—kept each company, its leaders, and its people on track for the long haul.” And, this is often how it is with civility as a change initiative. Rarely are there breakthrough moments with civility initiatives. It is through the subtle day-to-day shifts in attitude, through a few extra minutes of paying attention, and through incremental modifications to each individual’s way of living in the workplace that civility takes hold. Yes, there is a framework for the initiative to get going, but there is a point where people stop talking and planning, and just do it.
In civility training, we often reference the notion of 212 degrees—how you can be watching the pot of warm water heat up and you know something is happening, but you cannot always see it. There is simmering under the surface, but the water is just warm—not exciting to watch, but you know that if you just keep the pot on the heat, eventually something will happen. And, then, it does. With one small increment, the 1 degree difference from 211 to 212, suddenly the water is boiling. One degree makes all the difference. With one last little effort, you see a big change. Powerful change. You can do a lot with boiling water, cook, sanitize, and so on, and there are beneficial side-effects too. One of the side-effects of boiling water is steam, and you can move a locomotive with steam!
This is how it is with civility in the workplace. You do not always see immediate impact, but things are brewing beneath the surface. People are starting to think differently. They are starting to respond differently, starting to be more attentive. And then, suddenly, there is a boiling point, and all those individual efforts come together to create powerful change. And, there are beneficial side-effects too. In addition to the obvious culture changes such as increased morale, fewer sick days, higher productivity, and others, we may also see employees taking civility home with them, being more polite to their neighbor, social capital increasing in the communities where employees live, and so on.
Collins goes on to list seven commonly held notions about organizational change and explains how they are “wrong, wrong, wrong, wrong, wrong, wrong, totally wrong.” His statements are based on research involving over 1,400 companies over five years. In the end, there were five companies that made the leap from good to great, and Collins goes on to explain why. The myths are:
1. The Myth of the Change Program: This approach comes with the launch event, the tag line, and the cascading activities.
2. The Myth of the Burning Platform: This one says that change starts only when there is a crisis that persuades unmotivated employees to accept the need for change.
3. The Myth of Stock Options: Stock options, high salaries, and bonuses are incentives that grease the wheels of change.
4. The Myth of Fear-Driven Change: The fear of being left behind, the fear of watching others win, the fear of presiding over monumental failure—all are drivers of change, we are told.
5. The Myth of Acquisitions: You can buy your way to growth, so it figures that you can buy your way to greatness.
6. The Myth of Technology-Driven Change: The breakthrough that you are looking for can be achieved by using technology to leapfrog the competition.
7. The Myth of Revolution: Big change has to be wrenching, extreme, and painful—one big, discontinuous, shattering break.
Myths #1, 2, 4, and 7 can most undermine civility initiative efforts in many workplaces.
Regarding Myth 1, The Myth of a Change Program, I also agree with Collins that you do not necessarily need a launch event to initiate the change. With civility initiatives, grand introductions are often actually detrimental to building civility. You need to roll out the plan, sure, but without some immediate evidence of real change taking hold, hype, bandwagon campaigns, politics, and lip service, do not really contribute much to building better workplaces. Often, we see workplaces spending more time and money on the launch than they actually spend on planning and rolling out the initiative. Civility ends up being perceived as the flavor of the month, and employees simply are not buying in anymore.
With regard to Myth 2, The Myth of the Burning Platform: Collins says that many people believe that change starts only when there’s a crisis that persuades unmotivated employees to accept the need for change. The fact is, we are in the middle of a civility crisis in most workplaces. Civility is ongoing. It is already happening, and so we are well beyond waiting for an alarm to go off, the bells have been ringing and ringing and ringing. Employees are unmotivated to change precisely because they have been in crisis for a long time. I believe most are dumb and numb already. By this, I mean that incivility is well enough ingrained in daily work life that many employees do not even recognize it anymore. They are numb and desensitized. And, where or when they recognize incivility, they remain quiet—dumb, unable, or unwilling to raise the issue; tired of talking about it; or incapable of navigating the often difficult conversations required to address it.
This leads us into Myth #4—the Myth of Fear as a Motivator. Yes, fear is a motivator alright, but not a motivator to be more civil. Remember, people are desperate. Fear in uncivil workplaces tends to drive desperation not motivation. And, many desperate people are very afraid of change. Eliminating workplace stress, being healthy, being treated with respect, autonomy, self-mastery, shared purpose, and so on, when it comes to fostering civility, these are the real motivators, and fear is not!
Lastly, Myth #7, The Myth of Revolution: Big change has to be wrenching, extreme, and painful—one big, discontinuous, shattering break. This is absolutely not true of civility initiatives. When done properly, imbedding civility is about implementing a series of subtle process changes, it is about incremental shifts—many of which are actually easy to achieve, do not cost much, and end up being self-directed by engaged individuals who are empowered and encouraged to bring their best selves to work every day.
Collins also references an ancient Greek parable that distinguishes between foxes, who know many small things, and hedgehogs, who know one big thing. He states, “All good-to-great leaders, it turns out, are hedgehogs. They know how to simplify a complex world into a single, organizing idea, the kind of basic principle that unifies, organizes, and guides all decisions. That’s not to say hedgehogs are simplistic. Like great thinkers, who take complexities and boil them down into simple, yet profound, ideas. Leaders of good-to-great companies develop a Hedgehog Concept that is simple but that reflects penetrating insight and deep understanding.” When I read this excerpt, I was validated. For years and years, I have been trying to explain to clients and others how building a culture of civility is maybe complex in process, but that the overall concept is simple—you want to build a better workplace. Sometimes, they get it, sometimes they do not. But, if you are looking to create change that will increase engagement, performance, and profitability in your workplace, your hedgehog concept, the basic principle that will unify, organize, and guide decisions, is not complicated. Choose civility. That is it. It is really a very simple concept.
Test Yourself
1. What is the connection between change and civility?
a. Implementing a civility initiative in your workplace will require change
b. Change is a process and change initiative of civility is never truly finished
c. The change initiative of civility in the workplace requires individuals to be change-ready
d. All of the above
2. What is not a positive outcome of stress?
a. Greater mental toughness
b. Heightened awareness
c. Ability to multitask
d. Strengthened priorities
3. What is a trend that is effecting the way we work and do business?
a. The weather
b. Fashion trends
c. Demographic changes in the workforce
1 American Management Association. 2006–2010. “The Quest for Innovation: A Global Study of Innovation Management.”
2 Lotito, M.J. 2012. “Employee Free Choice Act May Increase Economic Uncertainty,” SFGate (San Francisco Chronicle, February 11, 2012), https://sfgate.com/opinion/article/Employee-Free-Choice-Act-may-increase-economic-3258674.php
3 “America’s #1 Health Problem.” The American Institute of Stress, January 4, 2017, http://stress.org/americas-1-health-problem/
4 “The Effects of Stress on Your Body.” WebMD (WebMD, December 10, 2017), http://webmd.com/balance/stress-management/effects-of-stress-on-your-body
5 Michael, A. 2019. “How Does Stress Affect Us?” Psych Central, June 19, 2019, http://psychcentral.com/lib/how-does-stress-affect-us/0001130
6 Shawn, A. 2014. “Make Stress Work for You.” Harvard Business Review, July 23, 2014, http://blogs.hbr.org/cs/2011/02/make_stress_work_for_you.html
7 Shawn, A. 2014. “Make Stress Work for You.” Harvard Business Review, July 23, 2014, http://blogs.hbr.org/cs/2011/02/make_stress_work_for_you.html
8 2011, last updated: February 21 Published: September 7, “How Workshifting Is Changing the Way We Work,” Small Business Trends, February 21, 2020, https://smallbiztrends.com/2011/09/workshifting-changing-way-we-work.html.
9 Lee, R., and J. Anderson. 2020. “Experts on the Future of Work, Jobs Training and Skills.” Pew Research Center: Internet, Science and Tech (Pew Research Center, May 30, 2020), https://pewresearch.org/internet/2017/05/03/the-future-of-jobs-and-jobs-training/
10 The Future of Workplace Relations - An Acas View. 2011. “Acas Policy Discussion Papers.” https://archive.acas.org.uk/media/2978/The-future-of-workplace-relations---An-Acas-view/pdf/The_Future_of_Workplace_Relations_-_An_Acas_view.pdf.
11 “The New Digital Economy: How It Will Transform Business.” by Oxford Economics, Sponsored by PwC, AT&T, Cisco, Citi, and SAP - The Manitoba Chambers of Commerce, Entrepreneurial Spirit – Community Values, https://mbchamber.mb.ca/2011/08/the-new-digital-economy-how-it-will-transform-business-by-oxford-economics-sponsored-by-pwc-att-cisco-citi-and-sap/
12 Forbes Technology Council Editors. 2020. “Council Post: Watch Out For These 13 Cloud Computing Trends On The Horizon.” Forbes. Forbes Magazine. https://forbes.com/sites/forbestechcouncil/2020/03/05/watch-out-for-these-13-cloud-computing-trends-on-the-horizon/.
13 Eric, K. 2018. “What Is Cloud Computing? Everything You Need to Know Now.” InfoWorld (InfoWorld, October 2, 2018), https://infoworld.com/article/2683784/what-is-cloud-computing.html.
14 Erica, C. 2020. “Workplace of the Future: How Technology Will Change the Way We Work.” Workplace of the Future: How Technology Will Change the Way We Work - Careers news from Channel Insider (accessed on July 7, 2020) https://channelinsider.com/c/a/Careers/How-Technology-Will-Change-the-Workplace-of-Tomorrow-333122.
15 Mendoza, N.F. 2020. “US Tech Industry Had 12.1 Million Employees in 2019.” TechRepublic (TechRepublic, April 21, 2020), https://techrepublic.com/article/us-tech-industry-had-12-1-million-employees-in-2019/
16 Carlson, J., and Z. Suzanne and H. Ranida and H. Kenneth and C. Dawn. 2016. “Social Media Use in the Workplace: A Study of Dual Effects.” Journal of Organizational and End User Computing 28, pp. 1531. 10.4018/JOEUC.2016010102
17 “ The New Digital Economy: How It Will Transform Business” by Oxford Economics, Sponsored by PwC, AT&T, Cisco, Citi, and SAP - The Manitoba Chambers of Commerce, Entrepreneurial Spirit – Community Values, accessed https://mbchamber.mb.ca/2011/08/the-new-digital-economy-how-it-will-transform-business-by-oxford-economics-sponsored-by-pwc-att-cisco-citi-and-sap/
18 Ibid.
19 “The New Digital Economy: How It Will Transform Business” by Oxford Economics, Sponsored by PwC, AT&T, Cisco, Citi, and SAP - The Manitoba Chambers of Commerce, Entrepreneurial Spirit – Community Values, https://mbchamber.mb.ca/2011/08/the-new-digital-economy-how-it-will-transform-business-by-oxford-economics-sponsored-by-pwc-att-cisco-citi-and-sap/
20 “10 Trends: A Study of Senior Executives’ Views on the Future” by Corey Criswell and Andre Martin for Center for Creative Leadership (CCL) (2007).
21 “The Future of Workplace Relations” by Sarah Podoro for ACAS Policy Discussion Papers (2011).
22 “Aging Gracefully: Canada’s Inevitable Demographic Shift,” Bank of Canada, https://bankofcanada.ca/2012/04/aging-gracefully-canadas-inevitable/
23 “Game Changers: TMT Leadership Skills Digital Age” in The Digital Theory Media Consulting, http://digitaltheory.ca/pdf/Digital-Leadership-Report.pdf
24 PriceWaterhouseCoopers. March 2008. “How Leadership Must Change to Meet the Future” p. 23
25 “Development of Strategic Management and Leadership Skills.” Free essays, term papers and book reports, https://essays.pw/essay/development-of-strategic-management-and-leadership-skills-220998
26 Gina, H.B. and R.J. Hughes. 2004. “Leadership Development: Past, Present, and Future.” Human Resource Planning 27, no. 1.
27 Ibid.
28 Ibid.
29 Vaughan, I. “The Coach Approach in Creating Resilient Teams.” SMART HR, https://smart-hr.ca/leadership/the-coach-approach-in-creating-resilient-teams/
30 Judith H., PhD. 2016. “The Changing Nature of Organizations, Work, and Workplace.” WBDG, May 10, 2016, https://wbdg.org/resources/changing-nature-organizations-work-and-workplace
31 “The New Digital Economy: How It Will Transform Business” by Oxford Economics, Sponsored by PwC, AT&T, Cisco, Citi, and SAP - The Manitoba Chambers of Commerce, Entrepreneurial Spirit – Community Values, https://mbchamber.mb.ca/2011/08/the-new-digital-economy-how-it-will-transform-business-by-oxford-economics-sponsored-by-pwc-att-cisco-citi-and-sap/
32 Good to Great, Jim Collins, Harper Business 2001.