Purpose The purpose of this article is to show how organizations can deliberately develop employee adaptability through learning design. It clarifies adaptability as a multilevel capability and proposes a simple, repeatable learning design model for use in leadership, talent management, and professional development. Design/methodology/approach This conceptual piece synthesizes research on adaptive performance, adaptive expertise, and dynamic capabilities. It translates these ideas into an Adaptability Learning Cycle with four stages—Frame, Stretch, Make Sense and Apply—illustrating each stage with practical examples and tools for designing learning programs and routines. Findings Adaptability is a developable capability rather than a fixed trait. Learning designs that regularly expose employees to context rich uncertainty, coupled with structured reflection, timely feedback and opportunities to apply insights in real work, can strengthen both individual adaptive behavior and organizational learning. Research limitations/implications The Adaptability Learning Cycle points to a research agenda that includes operationalizing adaptability outcomes and examining how learning designs influence them. Practical implications The Adaptability Learning Cycle offers practitioners a design checklist for embedding adaptability into existing programs and strategies. It suggests concrete steps for defining observable behaviors, designing stretching experiences and reinforcing adaptability through goal setting, feedback and recognition. Social implications The Adaptability Learning Cycle supports employees in sustaining their work and adapting as organizational roles, technologies and priorities change. Originality/value The article reframes adaptability as a designable learning outcome and provides a concise, practice-oriented model that links individual learning activities with wider organizational adaptability.
Douglas et al. (Thu,) studied this question.