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The Impact of Technology on the US Energy Market

Hoskin would visit nearly a dozen different Canadian homes, moving about Ontario and Quebec before arriving in the "more cultured, more civilised" Vancouver. He became a Canadian citizen and continued to create books, each one more absurd than the last. Rampa allegedly flew as an air ambulance pilot in World War II, evaded capture and torture, and fled a prison camp near Hiroshima on the day the bomb was dropped. In Vancouver, Hoskin stayed in a West End hotel. According to his secretary's self-published memoir, he liked the waterfront vistas but found Vancouver difficult to navigate. He couldn't recreate The Third Eye's success; it had been difficult to find a home that could accommodate his cats, and health difficulties required the use of a wheelchair in an inhospitable metropolis. Hoskin became more reclusive as his writings expanded to include aliens, prophecies about future conflicts, and previously unreported escapades of Christ. Hoskin moved again, this ti...
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Resilience and Adaptability Key Traits for US Businesses

People can work from anywhere, at any time, because of the pandemic. That gives you a lot of freedom, but it also brings new kinds of stress and doubt. When disruptive creative AI comes into play, the idea of what work is and who does it changes even more quickly than before.

A lot of people want to know how workers handle change



But a better question is how management help people deal with change. In what ways can they improve their skills and the skills of their teams? How can businesses change the way they think about resiliency and adaptability? How can they think of them as organizational traits that they can build? How to Understand Resilienc First, let's talk about what they mean. According to Indeed, resilience is "the ability to bounce back from a challenge and use that challenge as a chance to learn." Being able to "bounce back and thrive from major challenges" is what the Center for Workplace Mental Health says it is. Some important traits of resilience are:Kindness to yourselfA strong group of people to lean onBe patientFun sense of humorBeing able to notice and control negative thoughts As Marcus Buckingham says, "resilience is a state of mind that is triggered by suffering." Not a problem? It's not strong. Elizabeth Perry says that the good news is that "resilience is also linked with higher work engagement, job satisfaction, and organizational commitment." So, problems and changes at work don't have to bring down people, teams, or the whole company. Cheri Rainey writes that resilience is not a fixed trait but a dynamic process that can be learned and improved. This is more good news. Putting yourself through challenges isn't everyone's idea of a good time, but it can help you be more ready the next time problems come up. How to Understand Adaptability Professionals such as Jacqueline Brassey say that adaptation is the skill of being able to "bounce forward" after a setback. "Adaptability not only helps us avoid being overwhelmed, it helps us get creative and seize opportunities amidst the chaos," says Brassey.

Learning how to deal with change without getting smashed by it is part of being flexible



Sophia Epstein says that people who are adaptable not only want change, they also push for it. And most importantly, they're always learning new skills to better prepare for new needs, even if they don't know what change will look like. Here are some of these skills:Paying attentionPutting questionsGetting out of your safe zoneBeing ready to make mistakes and change your mindKnowing what your skills areBeing able to control yourself in tough times Jennifer Herrity says at work that being adaptable means "you can respond quickly to changing situations, ideas, tasks, expectations, trends, plans, and other processes." To move forward, you need to look for changes in your workplace, society, or business and build your skills along the way. Change isn't always easy, but it can be less scary if you have the right skills and an attitude that can adapt to it. From Change to...Burnout? So, perseverance means being able to get back up after a setback. It's possible to deal with change by getting better at communicating, getting along with others, thinking critically, and fixing problems.But why do we need these skills? Because things always change. People who work for or handle people who have this problem are more likely to be stressed, burned out, or even quit their jobs. Dean Jones writes for Gallup that "change makes people feel like they have less control and more uncertainty and discomfort." Dealing with change can be a major cause of burnout, and employees may question their worth, accomplishments, and even their skills and abilities.
Caroline Forsey made the same point when she said, "A non-resilient workforce is one that feels vulnerable, doesn't trust leadership, or is tired and unmotivated." These are the employees who are most likely to quit or who don't feel confident or safe about how they can handle changes at work.

People often think of resilience and adaptability as personal skills, but they are very important at the business level



Companies can hire people who are resilient and flexible, but they should also think about how to help their workers develop these skills so they stay with the company. Remember that Rainey says these skills can be learned, which means that they should be taught and shown by everyone in the company. What Makes a Difference Are ManagersJones makes it clear: "Managers have the most effect on the people they're in charge of." Inimes of uncertainty, even workers who aren't interested in their job might look to their direct manager for stability and direction. As leaders, managers shape and share the culture of the company, so it makes sense for them to teach and show their teams how to be resilient and flexible, helping them deal with change. Lack of clarity is one of the main things that makes change stressful. Managers can ease this by talking with their teams. Jones says that managers can get their teams ready for change by talking to them on a daily basis about important things. When you talk to your employees about changes, they better understand what they are, why they are happening, and how they can best react. Also, managers can show their teams how to deal with change in the real world. What Kathryn McEwan found in her study was that this can happen by figuring out what stresses people out for no reason. Employees have to deal with change all the time, so it's important to let them know about things they can change, like fixing a process that isn't working well to make change easier to handle.

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