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  • Article

    Disruption Culture

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    Disruption Culture

    THE DEFINITION
    A culture of disruption is one “in which people feel psychologically safe to speak it out, to say things that perhaps are not popular or that perhaps go against the norm,” says Johnson. The similarsounding, Social disruption, is defined as alteration, dysfunction or breakdown of social life, often in community setting. The outcome for both, however, remains the same- transformation. Organisations are heralding Disruption Culture to be the way forward, with people speaking their minds to bring about actual, positive, tangible change, deeming bureaucracy- autocratic and dead. The old-schoolers might blame it on the disregard Gen Z and millennials have for work ethics and “hard work” but studies show that companies that had a disruptive culture, didn’t only have a free-er work-flow, but also could handle disruptions better. Case in point, the Pandemic.

    With the onset of the COVID Pandemic, the unprecedented bewilderment in the human population will be discussed for long in the years to come. The plummeting stocks, shutting businesses – all were indicative of the workplaces that couldn’t adjust to work-from-home, to disruption. Perhaps, this is the reason, e-learning sectors saw a boom in their industry. Well, also the fact that everybody in the world wanted to learn and grow and be more. But for companies that existed within the frameworks of the internet, it definitely was an added advantage.

    Disruption culture is not only to be adaptive to disruption, it is also to bring out enormous changes to an organization by the means of disruption and chaos. As Ernst and Young very eloquently put it, “To truly disrupt, though, means going a step further; it’s using technology or an idea to build a sustained structural advantage over rivals.” However, in the real world, not a lot of organisations sustain under this disruptive chaotic order. To understand disruption, you need to understand what drives positive disruption. As Forbes states:

    1. Engage the strength of hundreds of minds.

    2. Eliminate the stagnant knowledge model.

    3. Rewire your mindset.

    4. Tap into your employees' passions.

    5. Learn that failure is not bad.

    THE CONCLUSION
    To positively disrupt and bring change to any place, be it personal or organizational, one needs to be sensitive to the age-old constructs in others’ minds, yet firm with their beliefs, with their research in the change. Backing up your thought process with enough data, instances where the method works or even real live examples with credibility will make anyone and everyone listen. And that’s all that disruption needs, one inconsequentially small moment to creep doubts into your mind about the existing system. To quote the famous Taylor Swift, “Because these things will change/Can you feel it now?/These walls that they put up to hold us back will fall down/It's a revolution, the time will come/For us to finally win/And we'll sing hallelujah”.
    A revolution is here, and the consensus is that you get with the program. See you on the other side.

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