What are the main ideas andthesis?

For years, it was thought that the intelligence quotient test,which measures memory, analytical thinking, and mathematicalability, was one of the best ways to predict future job prospects.More recently, there has been increased attention on emotionalintelligence or emotional quotient, which is broadly characterizedas a set of interpersonal, self-regulation, and communicationskills. Emotional intelligence is now widely seen as a tool kitthat plays a crucial role in helping people succeed in multipleaspects of life. Both intelligence quotient and emotionalintelligence are considered important to career success. However,as technology redefines how people work, the skills needed tothrive in the job market are evolving too. The adaptabilityquotient, or AQ, is a subjective set of qualities loosely definedas the ability to move and flourish in an environment of fast andfrequent change. AQ is not just the capacity to absorb newinformation: it also includes the ability to work out what isrelevant, unlearn obsolete knowledge, overcome challenges, and makea conscious effort to change. AQ involves flexibility, curiosity,courage, resilience, and problem-solving skills too. As societychanges, AQ could be more crucial to career success than theintelligence quotient. If workers do not adapt, they risk becomingobsolete. Technology has vastly changed how many jobs are done, andthe disruption will continue. Over the next three years, 120million people in the world’s 12 largest economies may need to bereskilled because of automation, according to a 2019 IBM study. Anyroles that involve spotting patterns in data, such as lawyersreviewing legal documents or doctors making a patient diagnosis,for example, are easy to automate, says Dave Coplin, CEO of TheEnvisioners, a UK-based technology consultancy. This is because analgorithm can do these tasks faster and more accurately than ahuman, he says. To avoid obsolescence, workers doing these jobsneed to develop new skills like creativity to solve new problems,empathy to communicate better and accountability, using humanintuition to supplement insight from machines. A winner is anemployee who can perform tasks that cannot be done by a machine.Every profession requires intelligence quotient, emotionalintelligence, and AQ. The intelligence quotient gets a personthrough the examinations to become qualified. In contrast,emotional intelligence helps them connect with an interviewer, landa job, and develop relationships with clients and colleagues. Whensystems change or aspects of work are automated, AQ is needed toaccommodate this innovation and adapt to new ways of performing arole. All three quotients are somewhat complementary since they allhelp solve problems and therefore adapt. AQ is now increasinglysought at the hiring level. According to the IBM study, 5,670executives globally rated behavioural skills as most critical forthe workforce today, and chief among them was the “willingness tobe flexible, agile and adaptable to change.”

According to some human capital consulting leaders, there are nodefinitive methods of measuring AQ, unlike intelligence quotient.However, many companies are beginning to see the value of AQ andare changing their recruitment processes to help identify peoplewho may be high in it. Some have started using immersive onlinesimulations where job candidates are assessed on how well theyadapt to potential workplace challenges; one assessment involveschoosing how they would encourage reluctant colleagues to join acompany triathlon team. Others suggest three ways AQ might manifestin potential candidates: if they can picture possible versions ofthe future by asking “what if” questions, if they can unlearninformation to challenge presumptions, and if they enjoyexploration or seeking out new experiences. Although AQ isdifficult to measure, experts state that it can be developed. It isimportant for one to be adaptable, and this can be boosted in threeways. First, limiting distractions and learning to focus can help aperson determine what adaptations to make. Second, askuncomfortable questions, like for a pay rise, to develop courageand normalize fear. Third, be curious about things that fascinateyou by having more conversations rather than Googling the answer.One thing we do know is that the workplaces of the future willoperate differently. People may not feel comfortable with the paceof change – but they can prepare. As Professor Edmondson says:“Learning to learn is mission-critical. The ability to learn,change, grow and experiment will become far more important thansubject expertise.