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Flexibility


There are a collection of cognitive skills that are frequently discussed as a group and often called `executive functions' or `higher level thinking skills'.  Amongst these we find flexible thinking skills which  help us to adjust to new or modified expectations or changes in routine, and afford the capacity to shift thinking from one topic to another.

An agile mindset allows us to evaluate and then adjust to the different roles, responsibilities and jobs that we have each day. Adopting a flexible approach to study, work and life is more likely to enable us to achieve success than maintaining a rigid outlook or set of beliefs.  People who are flexible are open to change and are able to adapt and adjust continuously to changing circumstances. Mental agility of this kind enables us to be more effective as problem solvers and problem finders - flexibility and creativity often go hand in hand. 

Flexibility is extremely important for negotiating and communicating. The ability to acknowledge another’s point of view, and perhaps modify one’s own accordingly, is essential for effective teamwork. As the term suggests, the ability to adopt a flexible approach is not static, it fluctuates according to mood and the circumstances in which we find ourselves. We can enhance our flexibility by deliberately adopting some of the following strategies:
  • Changing the context;
  • Trying something new;
  • Questioning our thoughts and words;
  • Planning to be spontaneous;
  • Deliberately trying to think in different ways.
Although most people depend on flexibility in the following employability skills, this does not mean that people who have difficulty being flexible cannot possess these skills; rather, they may need reasonable adjustments to practice to enable them to develop or evidence the skills. 

Please click on the links below for a generic description of each employability skill that may be affected by limited flexibility.

Click below to read about the possible effects of limited flexibility on the specified skills as well as adjustments to practice/inclusive strategies.




University of Worcester

Dr Val Chapman (NTF)
Principal Investigator
Director, Centre for Inclusive Learning Support
Email: v.chapman@worc.ac.uk
University of Plymouth

Judith Waterfield (NTF)
Head of Disability ASSIST Services
Email: j.waterfield@plymouth.ac.uk
University of Gloucester

Dr Phil Gravestock (NTF)
Head of Learning Enhancement and Technology Support
Email: pgravestock@glos.ac.uk