1. ASTD to ATD: The Five Characteristics of an Adaptive Culture
Posted By Khadeidra Le Gendre, Saturday, May 10, 2014
Updated: Monday, July 21, 2014
The snowshoe hare typically has a winter-white coat; in the summer though, its fur turns brown, changing color
completely. They are reputedly nimble and fast, which is critical, because they are popular targets for many predators.
In the animal kingdom, as well as in our world, adaptation is integral to survival and growth.
On the heels of the stirring announcement by Tony Bingham (President & CEO of ASTD) of ASTD’s rebranding and
name change, we are left to think about our own agility, both as practitioners and as organizational members of ASTD.
How prepared are we to be among the early adopters of change from ASTD to ATD? Perhaps we should consider what
helps and hinders our transition process.
The Five Characteristics of an Adaptive Culture:
1. Culture of Willingness to Change
Is ASTD’s willingness to change as natural as the color of a snowshoe hare’s coat? In the early 1940s, training
was essential to meeting U.S. business ambitions, so a meeting of the American Petroleum Institute resulted in
the birth of American Society of Training Directors. In 1964, in response to a changing landscape, ASTD opted
to widen its focus to connect learning and performance with business results, and changed its name to the
American Society for Training & Development. And, the ASTD Competency Model underwent major revisions as
recently as 2004 and 2013.
2. Identifying Problems Before They Occur
The snowshoe hare is able to sense the onset of winter or summer and to adapt seamlessly to the environment.
As practitioners, are we nimble or are we immobilized by changes in the environment? And are we internally
flexible to external demands? If a “Global Mindset” and “Industry Knowledge” are part of ASTD’s foundational

2. competencies, it is then necessary for us to effectively scan the environment to identify potential challenges and
take steps to be impactful in the future.
3. Innovation Focused: Willing to Take Risks
In the words of President Tony Bingham, “Today’s knowledge economy brings new opportunities for developing
a workforce that can innovate. Multiple generations in the work place create new paradigms for learning.” Have
we truly explored new mediums for developing talent at different levels, or have we relied on tried-and-true
methods which provide the comfort of familiarity?
4. Emphasis on Trust and Candor
A poll at the ASTD 2014 conference revealed that 62% of conference attendees experienced a lack of trust
within in their organizations. This begs the question: which comes first, trust or candor? The lack of either can
impede progress and adaptation to change. Chronology aside, both trust and candor must be multidirectional -
from leadership to the community members, and vice versa. Adaptation is no longer top-down; as General
Stanley McChrystal noted in his keynote presentation at the ASTD 2014 conference. While leadership must be
held responsible for communicating changes and continuity, members of the community should feel empowered
to ask tough questions and provide upward feedback.
5. Enthusiasm
"We all need a CEO, a Chief Encouragement Officer,” said Kevin Carroll, the final keynote speaker at the ASTD
2014 conference. Certainly, no transformational change effort is complete without leadership that rallies the
troops and recognizes achievements.
How do you feel about our capacity to adapt to newly minted, visionary, long-term focus: Developing the Talent
of Today and Tomorrow?
Khadeidra Le Gendre is a lifelong learner and current graduate student of Social-Organizational Psychology at Teachers
College, Columbia University. She is engaged in HR/Training & Development work at MTA New York City Transit and is
charged with exploring new technologies and evaluating learning impact within the agency.