In the marathon town of Eldoret, two local music teachers, Kiplangat and Simiyu, navigate the unpredictable shifts of the digital music revolution, each adopting strikingly different approaches in their businesses.
Kiplangat, entrenched in traditional methods, views the rise of digital streaming and music apps as a threat to the conventional music teaching model. He holds back from integrating technology into his lessons, hoping the ‘old ways’ will withstand the tide of change.
His reluctance leads to a gradual decline in student interest, as young learners seek more contemporary, tech-savvy educational experiences.
On the flip side, Simiyu embraces the digital wave with enthusiasm. Recognising the potential of apps and online platforms, he quickly integrates them into his teaching repertoire, offering interactive, app-based learning modules and virtual performance opportunities.
His proactive approach not only retains his existing student base but also attracts a new demographic eager to learn music through modern means.
Simiyu’s strategy highlights how embracing change and technological advancements can lead to sustained engagement and resilience in an evolving market.
The contrasting example approaches of Kiplangat and Simiyu in adapting to the digital revolution in music education is highlighted in a new study by Kristin Scott, Emily Ferrise, Sharon Sheridan, and Thomas Zagenczyk that provides a broader context.
The research, conducted across various sectors, underscores the critical importance of resilience, engagement, hope, and well-being in the workplace, especially during periods of significant market shifts.
The research includes deep aspects of resilience, which means the ability to bounce back from challenges.
Scores of research in the past 10 years emphasise the role of resilience on individual-levels. But the outcomes found that while still important, hope plays an even bigger positive impact with employees.
Further, the study highlights that resilience and hope do not just involve individual traits but can be cultivated within organisations collectively. Companies that proactively support their employees through training and resources to handle change report higher levels of engagement and overall well-being.
Continuing on the earlier example, in sectors like the music industry, where digital transformation runs rampant, businesses that provide their employees with the tools and training to adapt to new technologies see less turnover and more innovation.
Engagement proves another crucial factor. The researchers point out that employees who feel involved in and enthusiastic about their work are more likely to contribute positively during times of uncertainty.
In Simiyu’s case, his enthusiasm for new technologies and teaching methods not only kept his students engaged but also made them more invested in their learning journey. His level of engagement acts as a buffer against the stress associated with change.
Next, well-being stands closely tied to how management handles transitions. The study reveals that organisations that maintain transparent communication and provide clear strategies for the future help alleviate anxiety and stress among their employees.
Given music teachers like Kiplangat, the lack of engagement with digital tools may not just be a preference but a source of stress if he feels left behind by industry standards.
Moreover, the research suggests that, unsurprisingly, fostering a supportive environment for employees becomes essential. Support includes recognising the diverse needs of employees and providing various means of support, from mental health resources to professional development opportunities. Here in Kenya, we often excel at the latter while lacking on the former.
Such environments encourage a more resilient workforce that can better cope with the pressures of a shifting market.
Additional research by Marthine Herbert on psychological capital resonates well with the findings by Kristin Scott and colleagues, emphasising the role of psychological resources in mitigating workplace stress and enhancing employee engagement.
Both studies advocate for organisational efforts to nurture qualities like resilience and optimism, which not only buffer against burnout but also foster a thriving work environment.
The synergy between the studies highlights the universal benefit of investing in employee well-being across different sectors, suggesting that developing a psychological toolkit is as crucial as adapting to specific industry challenges.
In conclusion,embracing change, fostering engagement through inclusion in decision-making, and supporting employee well-being are not just beneficial but rather necessary strategies in today’s rapidly evolving world.
Those in any field undergoing turbulent technological shifts, the strategies could very well dictate the difference between thriving versus faltering in the face of new challenges.
