Prefer this post in an audio format? Here you go. Change comes in an assortment of flavors, each impacting people in different ways. For the most part, any change initiative is less about the thing you’re changing and more about people’s reaction to the change. Don’t believe me? See Adam’s Equity Theory, Vroom’s Expectancy Theory, or Herzberg’s Two-Factor Theory, for starters. The world in which we live today is constantly changing, and the rate of change feels more like it’s increasing exponentially rather than simply incrementally anymore. For organizations trying to remain relevant and effective in this environment, they’re either moving forward or falling behind.

by Tim Cynova, Chief Operating Officer at Fractured Atlas I used to work with someone who would always ask “Which would you rather” questions. Which would you rather: Wear a bathing suit in Antarctica, or a snow suit in the desert? Which would you rather as a musician: Be a one-hit wonder with a song that defines summer for a generation, or a member of a band with modest success for 10 years?

Being an “innovative workplace” isn’t just about having a great idea. Great ideas are a dime a dozen. The halls of history are littered with great, unrealized innovative ideas. Innovative workplaces instead are about the people and systems that allow and support ideas to be explored, nurtured, and often, nixed.

Arts, Technology, and Business Stories to Watch by Fractured Atlas Every week, we find the most interesting and important stories at the intersection of the Arts, technology, and business and share them with you. (If you’d like to get these in your e-mail inbox you can subscribe to here). Check back every week for insightful and eye-opening stories that peaked our interest, and hopefully yours too.

A pathway for confronting the cultural sector’s challenges The health of the cultural sector, and its ability to be creative, innovative, and resilient depends on the quality and skills of the people working for our organizations. In order for our sector to remain vibrant and relevant, we need to continually develop and leverage the skills our people possess.

It’s no secret that entrepreneurs and CEOs suffer from higher than average rates of anxiety and depression. No doubt part of that stems from the stress and loneliness of the job. But there may be another factor at play, namely our relentless focus on the future.