Transcending Thoughts
The Challenge of Change
Change and uncertainty, while they have always been a part of life, what has been shocking over the last few years has been both the rate and suddenness of quantum change.
For many people who were cruising along on placid waters, the wind has been knocked out of their sails. The entire logic of doing "business as usual" has been turned on its head.
Not only business, but every aspect of human life, has been impacted by the change. What lies ahead is even more dynamic and uncertain.
I would like to use this lesson to share with you some guiding principles for winning in a changing world.
First, be aware and alert for the first signs of change.
Change descends upon every one equally; it is just that some realize it faster. Awareness counts!
Some changes are sudden, but many others are gradual. While sudden changes get attention because they are dramatic, it is the gradual changes that are ignored until it is too late.
Consider a frog in a pot of water. If the water temperature is suddenly increased, the frog realizes it and jumps out.
But if the temperature is very slowly increased, one degree at a time, the frog is oblivious to the heat, and it boils to death without ever attempting to save itself.
The Reason? A frog's highly vulnerable, insensitive, central nervous system makes it unable to detect pain until it's too late.
You must develop your own early warning system, which warns you of changes and calls your attention to it. In the case of change, being forewarned is being forearmed.
Be thankful that your central nervous system exists to prevent you from simmering in a "pot of no return."
Your Central Nervous System Is an Early Warning Signal
You were born with a highly sensitive central nervous system. Comprising the brain and spinal cord, our central nervous system is a collection of specialized tissue that communicates and maintains all the information relating to our internal and external environments.
It is our awareness to the slightest changes in these environments that helps us to best manage the change process.
Like pain, change offers a warning. Just as pain and the threat of pain prompt physical well-being, change and the threat of change prompt action that helps us to avoid harm and promote progress. Change can steers us in positive directions.
Anticipation and Adaptability is The Key
"It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptive to change," wrote Charles Darwin.
Change, as mentioned earlier, descends upon every one equally; it is just that some realize it faster.
You must pay attention to the early warning signals coming from your environment and anticipate change, even when things are going right.
Most people wait for something to go wrong before they think of change. This is like going to the doctor for a check up only when you are seriously sick or like thinking of maintaining your vehicle only when it breaks down.
Managing C.H.A.N.G.E.
Managing any type of change amounts to asking yourself and others to do something for proactive reasons to change for reasons that are not immediately obvious.
This is a special challenge, and it requires certain strategies.
First, everyone involved must become aware of the change and of your rationale
for why the change is needed. Once convinced, people adapt by changing their belief systems.
Still, people can believe in the values of a change process but withhold their
commitment to participate.
How do you get commitment? Give everyone involved a choice in how the change process is developed and implemented "you automatically increase others" perceptions of personal control and increase their commitment to contribute to the change.
The letters in the word "change" can be used to remember various strategies for facilitating awareness, belief, and commitment in any new initiative designed for proactive impact.
Use the C.H.A.N.G.E. acronym for best managing the process of change and for getting buy-in to a change initiative when the results are not clear.
"C" for Consequences
We act because of the consequences we expect to get as a result of our action.
To get yourself and other people involved in a transformation process requires "buy-in," and you can readily get buy-in if you can clearly show the severe disadvantages of not changing and the huge advantages of changing.
What are the disadvantages of not changing and just maintaining the status quo?
Sometimes the process appears overwhelming, and the benefits are not certain nor immediate enough to motivate participation. This is true of any initiative that detracts from production.
What desirable consequences can we enjoy by proactively responding to change?
In this case, it's useful to show that the change is less overwhelming and intrusive than it might seem. Or, you might have overlooked some positive consequences other than the delayed payoff of some intended benefit.
The next 5 words suggest strategies for addressing these issues.
"H" for Habit
Sometimes old habits need to be broken. Patience is needed, as well as an ongoing feedback process. Old dogs can, do, and must learn new tricks!
What new personal and organizational habits need to be developed to remain competitive?
Proactive change usually requires a change in behavior. Of course, we adjust our behavior only through feedback, and often the necessary feedback is not naturally available. You may need to develop more effective feedback mechanisms.
Remember that old habits are often difficult to break. So don't expect people to demonstrate appropriate behavior change right away, even if everyone expressed buy-in and commitment up front.
"A" for Attitude
People can develop a negative attitude about a change initiative by the very manner in which the change is presented.
If change comes across as top-down and dictatorial, some people might
"go negative" in order to assert their individual freedom. "I might do
what you want, but I don't have to like it. You can't control my attitude."
How can you best introduce a change initiative to ensure a more positive and responsive attitude?
Opinions about any new initiative might be negative at first, but you can facilitate positive attitudes by allowing people choice and a sense of personal control throughout the change process. You also boost acceptance when you address people's needs.
"N" for Needs
Buy-in and commitment will come if you show people that their needs are being addressed during the transformation process, and that although the change might be uncomfortable and inconvenient at first, the eventual outcome will be positive on a "need satisfaction scale."
What personal needs must be met to gain buy-in and to ensure a successful change initiative?
It�s often necessary to teach people to look beyond their personal and immediate needs and consider the long-term group needs addressed by a proactive change for different and better results.
"G" for Goal Setting
Goal-setting turns a vision for proactive change into action. Remember, though, goals must be specific, measurable, and time bound.
Also, by defining the human needs to be satisfied following the achievement of your goal, you'll motivate involvement in the change process.
What new, specific, measurable, and time-bound goals must be set as a result of the changes we are experiencing?
Your vision for any goal of value can't be realized without defining proactive process goals that allow you to track progress. This is how you document incremental change leading eventually to the major proactive change defined by your vision.
"E" for Empowerment
People feel empowered to work for proactive change when they have the knowledge and resources to achieve specific goals, feel a sense of personal control over the change process, and expect success from their efforts.
If the participants perceive that they have the necessary information, resources, and personal control to accomplish the proactive goal, they will expect the best and feel empowered to make the change happen.
If you don't know what potential participants need to gain that sense of personal control, ask.
What would increase your belief that this change initiative is both within your personal control and that you will make the difference in reaching these goals?
Proactive change is the most difficult kind of change to bring about; the benefits are usually not immediate nor certain. But the long-term payoff makes it worth pursuing.
Just remember, making people aware of the need to change is not enough. They need to believe in the rationale or principles behind the change initiative and, then, develop personal commitment to participate.
Use this C. H. A. N. G. E. system to gain the competitive advantages realized by anticipating change and because of the life-or-death consequences of rapidly adapting to change!
Everything Counts!
Gary Ryan Blair
