Coping with Change: compose Your Personal Strategy

Why do we resist change?

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As the saying goes, the only population who like turn are busy cashiers and wet babies. We find turn disorienting, creating within us an anxiety similar to culture shock, the unease visitors to an alien land feel because of the absence of the well-known cues they took for granted back home. With an established routine, we don't have to think! And thinking is hard work.

Change is a firm fact of life

Is your firm is currently undergoing major changes that will sway the lives of all of its employees? These changes are probably in response to the evolving needs of your customers. They are made potential because of improvements in telecommunications and digital technology. They are likely guided by accepted principles and practices of total capability management. And you can expect that they will result in requisite improvements profitability--a success that all employees will share. Because our customers' needs are Now, we must make changes swiftly, which means that all of us must cooperate with the changes, rather than resist them.

How do we resist change?

We tend to sass to turn the same way we sass to anything we realize as a threat: by flight or fight. Our first reaction is flight--we try to avoid turn if we can. We do what futurist Faith Popcorn calls "cocooning": we seal ourselves off from those nearby us and try to ignore what is happening. This can happen in the workplace just by being passive. We don't volunteer for teams or committees; we don't make suggestions, ask questions, or offer constructive criticism. But the changes ahead are inescapable. Those who "cocoon" themselves will be left behind.

Even worse is to fight, to actively resist change. Resistance tactics might contain negativity, destructive criticism, and even sabotage. If this seldom happens at your company, you are fortunate.

Take a distinct arrival to change

Rejecting both alternatives of flight or flight, we seek a great option--one that neither avoids turn nor resists it, but harnesses and guides it.

Change can be the means to your goals, not a barrier to them.
Both fight and flight are reactions to perceiving turn as a threat. But if we can turn our perceptions, we can avoid those reactions. An old proverb goes, "Every turn brings an opportunity." In other words, we must learn to see turn as a means of achieving our goals, not a barrier preventing us from reaching them.

Another way of expressing the same conception is: A turn in my external circumstances provides me with an opportunity to grow as a human being. The greater the turn is, the greater and faster I can grow. If we can realize turn along these lines, we will find it curious and energizing, rather than depressing and debilitating.

Yet this restructuring of our perspective on turn can take some time. In fact, coping with turn follows the same steps as the grieving process.1 The steps are shock and denial that the old routine must be left behind, then anger that turn is inevitable, then despair and a longing for the old ways, eventually supplanted by acceptance of the new and a brighter view of the future. Every person works straight through this process; for some, the transition is lightning fast, for others painfully slow.

Realize your capacity to adapt.

As one writer put it recently:

Our foreparents lived straight through sea changes, upheavals so cataclysmic, so devastating we may never appreciate the fortitude and resilience required to survive them. The next time you feel resistant, think about them and about what they faced--and about what they fashioned from a fraction of the options we have. They blended old and new worlds, creating family, language, cuisine and new life-affirming rhythms, and they encouraged their children to keep on stepping toward an unknown but malleable future.2

Human beings are created remarkably flexible, capable of adapting to a wide variety of environments and situations. Realizing this can help you to embrace and guide turn rather than resisting or avoiding it.

Develop a coping strategy based on who you are.

Corporate employees typically result one of four decision-making styles: analytical, directive, conceptual, and behavioral. These four styles, described in a book by Alan J. Rowe and Richard O. Mason,3 have the following characteristics:
Analytical Style - technical, logical, careful, methodical, needs much data, likes order, enjoys problem-solving, enjoys structure, enjoys scientific study, and enjoys working alone. Conceptual Style - creative and artistic, future oriented, likes to brainstorm, wants independence, uses judgment, optimistic, uses ideas vs. Data, looks at the big picture, rebellious and opinionated, and committed to principles or a vision. Behavioral Style - supportive of others, empathetic, wants affiliation, nurtures others, communicates easily, uses instinct, avoids stress, avoids conflict, relies on feelings instead of data, and enjoys team/group efforts. Directive Style - aggressive, acts rapidly, takes charge, persuasive and/or is manipulative, uses rules, needs power/status, impatient, productive, single-minded, and enjoys private achievements.

Read once more straight through these descriptions and recognize which style best describes you. Then find and study the strategy population who share your style result to cope with change:

Analytical coping strategy - You see turn as a curious puzzle to be solved. You need fullness of time to secure information, analyze data, and draw conclusions. You will resist turn if you are not given sufficient time to think it through. Conceptual coping strategy - You are concerned in how turn fits into the big picture. You want to be complex in defining what needs to turn and why. You will resist turn if you feel excluded from participating in the turn process. Behavioral coping strategy - You want to know how Every person feels about the changes ahead. You work best when you know that the whole group is supportive of each other and that Every person champions the turn process. If the turn adversely affects person in the group, you will realize turn as a crisis. Directive coping strategy - You want specifics on how the turn will sway you and what your own role will be during the turn process. If you know the rules of the turn process and the desired outcome, you will act rapidly and aggressively to accomplish turn goals. You resist turn if the rules or improbable results are not clearly defined.

Realizing what our normal decision-making style is, can enable us to build personal change-coping tactics.

How can we cope with change?

Getting at least this much comprehension of the big picture will help us to understand where each of us fits.

2. Do some anchoring. - When all things nearby you is in a state of flux, it sure helps to find something carport that isn't going to change, no matter what. Your company's values (whether articulated or not) can contribute that kind of stability for you. Ours contain the firm Family, Focus on the Customer, Be Committed to Quality, and enounce Mutual Respect. These values are rock-solid; they are not going to disappear or rearrange themselves into something else. Plus, each of us has personal values that possibly are even more requisite and permanent. Such immovables can serve as anchors to help us ride out the storm.

3. Keep your expectations realistic. - A big part of taking control of the turn you sense is to set your expectations. You can still enounce an optimistic outlook, but aim for what is realistically attainable. That way, the negatives that come along won't be so overwhelming, and the positives will be an adrenaline rush. Here are some examples:

Invest time and power in training. Edge your skills so that you can meet the challenges ahead with confidence. If the training you need is not available straight through Bowne, get it somewhere else, such as the community college or adult instruction agenda in your area.

Get help when you need it. If you are confused or overwhelmed with the changes swirling nearby you, ask for help. Your supervisor, manager, or coworkers may be able to sustain you in adjusting to the changes taking place. Your human resources department and any company-provided counseling services are other resources available to you.

Make sure the turn does not compromise whether your firm values or your personal ones. If you are not careful, the technological advances jostling each other for your concentration and adoption will tend to separate you from personal sense with your coworkers and customers. E-mail, teleconference, voice-mail, and Intranet can make us more in touch with each other, or they can keep us antiseptically detached, removed from an awareness that the digital signals we are sending reach and sway an additional one flesh-and-blood human being.

Aware of this tendency, we must actively counteract the drift in this direction by taking an interest in population and opportunity up ourselves to them in return. We have to remember to invest in people--all of those nearby us--not just in technology.

The "new normalcy"

Ultimately, we may survey that the current state of flux is permanent. After the events of September 11, Vice President Richard Cheney said we should accept the many resultant changes in daily life as permanent rather than temporary. "Think of them," he recommended, "as the 'new normalcy.'"

You should take the same arrival to the changes happening at your workplace. These are not temporary adjustments until things get "back to normal." They are probably the "new normalcy" of your life as a company. The sooner you can accept that these changes are permanent, the great you can cope with them all--and enjoy their confident results.

Notes

1. Nancy J. Barger and Linda K. Kirby, The Challenge of turn in Organizations: Helping Employees Thrive in the New Frontier (Palo Alto, Ca: Davies-Black Publ., 1995). This source is summarized in Mary M. Witherspoon, "Coping with Change," Women in firm 52, 3 (May/June 2000): 22-25.

2. Susan Taylor, "Embracing Change," Essence (Feb. 2002): 5.

3. Alan J. Rowe and Richard O. Mason, Managing with Style: A Guide to Understanding, Assessing and enhancing Decision-Making (San Francisco: Jossey-Bass supervision Series, 1987) cited in Witherspoon, "Coping with Change."

4. Emily Friedman, "Creature Comforts," health Forum Journal 42, 3 (May/June 1999): 8-11. Futurist John Naisbitt has addressed this tendency in his book, High tech/high touch: Technology and our quest for meaning (New York: Random House, 1999). Naisbitt co-wrote this book with his daughter Nana Naisbitt and Douglas Philips.

Coping with Change: compose Your Personal Strategy