In the marathon town of Eldoret, two local music teachers, Kiplangat and Simiyu, navigate the unpredictable changes of the digital music revolution, each taking surprisingly different approaches to their business.

Kiplangat, steeped in traditional methods, sees the rise of digital streaming and music apps as a threat to the conventional music education model. He refrains from integrating technology into his lessons, hoping that the “old ways” will withstand the tide of change.

Its reluctance leads to a gradual decline in student interest, as younger learners seek more contemporary and technological educational experiences.

On the other hand, Simiyu embraces the digital wave with enthusiasm. Recognizing the potential of apps and online platforms, he quickly incorporated them into his educational repertoire, offering interactive app-based learning modules and virtual performance opportunities.

Its proactive approach not only retains its 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 lasting engagement and resilience in an evolving market.

Examples of Kiplangat and Simiyu’s contrasting approaches to adapting to the digital revolution in music education are highlighted in a new study by Kristin Scott, Emily Ferrise, Sharon Sheridan and Thomas Zagenczyk that provides broader context.

The research, conducted across a range of sectors, highlights the critical importance of resilience, engagement, hope and well-being at work, particularly during periods of significant market change.

The research includes profound aspects of resilience, that is, the ability to bounce back from challenges.

Much research over the past decade emphasizes the role of resilience at the individual level. But the results revealed that, while still important, hope has an even greater positive impact on employees.

Furthermore, the study highlights that resilience and hope do not only involve individual traits but can be cultivated collectively within organizations. Companies that proactively support their employees through training and resources to manage change report higher levels of engagement and overall well-being.

Continuing the previous example, in sectors like the music industry, where digital transformation is rampant, companies that provide their employees with the tools and training necessary to adapt to new technologies see less revenue and more innovation.

Commitment is another crucial factor. Researchers point out that employees who feel engaged and enthusiastic about their work are more likely to contribute positively during times of uncertainty.

In Simiyu’s case, her enthusiasm for new technologies and teaching methods not only kept her students interested, but also made them more invested in their learning journey. Their level of engagement acts as a buffer against the stress associated with change.

Next, well-being is closely linked to how management manages transitions. The study reveals that organizations that maintain transparent communication and provide clear strategies for the future help alleviate anxiety and stress among their employees.

For music teachers like Kiplangat, lack of engagement with digital tools may not only be a preference but also a source of stress if they feel left behind industry standards .

Additionally, research suggests that, unsurprisingly, fostering an employee-friendly environment is becoming essential. Support includes recognizing the diverse needs of employees and providing a variety of supports, from mental health resources to professional development opportunities. Here in Kenya, we often excel in the latter area, but fall short in the former.

Such environments encourage a more resilient workforce, able to better cope with the pressures of a changing market.

Additional research by Marthine Herbert on psychological capital aligns well with the findings of Kristin Scott and colleagues, highlighting the role of psychological resources in alleviating workplace stress and improving employee engagement.

Both studies advocate organizational efforts to develop qualities such as resilience and optimism, which not only protect against burnout but also promote 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 sector challenges.

In conclusion, embracing change, fostering engagement through inclusion in decision-making, and supporting employee well-being are not only beneficial but rather necessary strategies in today’s rapidly changing world.

In any field facing turbulent technological change, strategies could very well dictate the difference between thriving and failing in the face of new challenges.