The Difference Between Surviving & Thriving in a Rapidly Changing World

While “survival” may evoke feelings of physical threats to individual well-being, businesses are facing survival challenges of their own as the world changes at an increasing pace. The COVID-19 pandemic has amplified some of the challenges businesses face–including new technology, supply chain shifts, and digital transformation–and forced companies to adopt new survival strategies. Yet merely surviving will not be enough in the coming months and years. Instead, companies will need to find a way to thrive amid the chaos brought about by constant disruption and continuing uncertainty.

Several factors differentiate those who thrive from those who are only surviving, and many of them are rooted in human hardwiring. Evolution instilled a two-channel system to help humans protect themselves from danger and capitalize on opportunities. The Survive Channel is a threat-seeking mechanism that triggers fear, anxiety, and stress to prepare the body for “flight or fight.” When this happens, we tend to focus entirely on eliminating any threats, whether that means leaping back onto the sidewalk as a car races through a red light, or quickly developing a response when a corporate scandal comes to light. While helpful in spurring us into action, the chemicals released (cortisol and other hormones) drain our energy, increase our stress, and paralyze action if the threat does not quickly subside. In today’s rapidly changing world, where everything could potentially be viewed as a threat, it is easy to get caught in an overheated Survive response.

The Thrive Channel, on the other hand, is activated by opportunities and triggers “positive” emotions such as excitement, passion, or joy. The result is a broadened mindset and a greater willingness to collaborate. Leaders who successfully tap into Thrive are better equipped to adapt to changing environments because the corresponding release of oxytocin and vasopressin predisposes us to social engagement and boosts trust. This type of energy can be sustained for long periods of time without the risk of burnout.

Thriving organizations are characterized by:

• Clear, consistent, and transparent communication from senior leaders, regardless of whether they are sharing good or bad news.
• An abundance of leadership—not just management—to set the company’s direction, inspire action from many people, and encourage new ideas.
• An emphasis on pursuing opportunities that encourage curiosity and collaboration, in addition to tackling real threats.
• Leadership from many people across all levels, resulting in greater buy-in, more collaboration, and a culture of adaptability and agility.

Companies stuck in an overheated Survive response tend to focus on outpacing competitors or fixing perceived problems rather than creating sustainable practices for long-term success and growth. They typically grapple with:

• Intermittent or contradictory communication from senior leaders sparks confusion or fear, particularly amid change.
• Traditional management systems, which create stability and reliability, but stifle any desire or ability to adapt and innovate.
• An emphasis on the problems dragging the company down, as opposed to the opportunities that could pull the organization up.
• Leadership from only the most senior executives, such that entry- and mid-level employees aren’t encouraged to contribute to business opportunities or have a stake in the company’s success.

Shifting from Survive to Thrive ultimately depends on enabling more people to provide leadership and creating an environment that champions autonomy and active participation. Although the Survive Channel can be useful for rapidly addressing threats, intense energy spikes and negative emotions make it impossible to sustain productive action in the long term. Companies that can tap into the forward-looking opportunity focus that comes with Thrive activation will ultimately forge ahead of competitors with more innovative ideas and engaged employees.

Read more about the organizational implications of human hardwiring in our recently published Harvard Business Review article here: “Is Your Organization Surviving Change – or Thriving in It?”