Why do we resist change?
As is said, only those resembling change are preoccupied with sober and wet children. We find change-alike, creating anxiety similar to a cultural shock, found non-traditional visitors to foreigners because there is no evidence that they have taken home again. With a fixed habit, we don't have to think! And thinking is a lot of work.
Change is the current account of life
Is your business now undergoing major changes that will affect the lives of all its employees? These changes are likely to respond to your customers' needs. They are made possible due to improvements in telecommunications and digital technology. They are well controlled by accepted quality management principles and practices. And you can expect that they will bring about significant improvement in profitability – the success that all employees will share. Because our customers & # 39; needs are now, we have to make changes quickly, which means that we all have to work with the changes rather than resist them.
How do we face change?
We have a tendency to respond to change in the same way we respond to everything we perceive as a threat: by flight or by struggle. Our first response is flights – we try to avoid change if we can. We Do What Happens In The Future Faith Popcorn calls "cocooning": we seal ourselves from those around us and try to ignore what is happening. This can happen at the workplace just by being idle. Do not volunteer for teams or committees; We do not make suggestions, ask questions or offer constructive criticism. But the changes ahead are inevitable. Those who cocoon themselves are left behind.
Even worse, fight to actively participate in change. Resistance technology can include negativity, destructive criticism and even vandalism. If this rarely happens to your business, you are lucky.
Take another way to change.
Excuse both options flights or flights . We are looking for a better option – which nobody avoids or resists, but sells and guides.
A change can be the way to the goals, not an obstacle for them.
Both fighting and flying are responses to the perception of change as a threat. But if we can change our perception, we can avoid these reactions. An old saying goes: "Every change causes opportunity." In other words, we must learn to see changes as a means of achieving our goals, not an obstacle that prevents us from achieving them.
Another way of expressing the same thinking is: Changing external circumstances gives me the opportunity to grow as a person. The greater the change, the greater and faster I can grow. If we can perceive changes to these lines, we will find it exciting and energy-intensive, rather than depressing and humiliating.
But this reorganization point of view of change can take some time. Dealing with change follows the same steps as the grief process.1 The steps are scandalous and denial that the old habit is left behind, when anger changes this inevitable, then despair and desire for the old ways, divided historically by accepting new and brighter vision. Everyone works through this process; For some, the transformation is fluid, because others are painfully slow.
Ready your ability to adapt.
As one writer recently put it:
Our pacemakers lived through ocean changes, upset so magnificently, so devastating that we never understand the patience and resilience needed to survive. Next time you are patient, think about them and what they were facing – and what they trusted in a fraction of the options we have. They blended together old and new worlds, create family, language, cuisine, and new lifestyles, and encourage their children to continue to move toward an unknown and more flexible future. 2
Human beings are created incredibly flexible and can adapt to diverse environments and situations. Understanding this can help you embrace and follow change rather than resist or avoid it.
Development methods are based on who you are.
Colleagues usually follow one of four decision styles: analysis, directive, terminology and behavior. These four styles, described in Alan J. Rowe's book and Richard O. Mason, 3, have the following features:
- Analytical Style – technical, logical, cautious, methodical, requires a lot of data, like order , enjoys problem solving, enjoys building, enjoys scientific research and enjoys working alone. Principle – Creative and artistic, future-oriented, like to think, wants independence, uses judgment, optimism, uses ideas towards data, looks at the big picture, rebellion and reputed and committed to principles or vision. Behavioral – Support for others, empathetic, affection, nurturing, communicating easily, using instincts, avoiding stress, avoiding conflicts, relying on emotions instead of data, and enjoying the group / group. Directive style – aggressive, acting quickly, making decisions, convincing and / or manipulative, using rules, in need of power / position, impatient, productive, solely and enjoying individual achievement.
Also read through these descriptions and specify which style best describes you. Then find and introduce the trend as people who share your style by addressing change:
- Analytics – You see a change as a challenging puzzle that will be solved. You need plenty of time to gather information, analyze data, and draw conclusions. You must pass a change if you do not have time to think about it. Principle – You are interested in how the change fits into the big picture. You want to participate in defining what needs to be changed and why. You must pass a change if you find yourself barred from participating in the change. Behavioral Policy – You want to know how everyone feels about the changes ahead. You work best when you know that the whole group supports each other and that everyone wins the change. If the change has a negative impact on someone in the group, you will perceive changes as a crisis. Policy Strategy Assistance – You want to get information on how the change will affect you and what your own role will be in the change process. If you know the rules of the change process and the outcome, you must act quickly and prominently to achieve the goals of change. You will be subject to change if rules or expected results are not clearly defined.
Realizing that our normal decision-making style is, can enable us to develop personal change-
How can we accept change?
1. Get the big picture. – Sometimes we not only lose the wood because of the trees, but we do not even see the tree because we are focused on the forest. Reaching a larger perspective can help everyone accept change, not just ideologies. The changes that are underway at the company are obviously the result of at least four important developments, which I believe probably reflect business in general:
- Prohibited from local work for networking,
- Away from the festival or hunger work environment around a regularly busy work environment , Away from a local approach to global approaches and [Awayfromverticaltotopmanagementtowardajointlyresponsiblehorizontalmanagementplan
At least this great understanding of the big picture will help us understand where each of us fits.
2. Make some anchoring. – When everything around you is flowing, it certainly helps to find something that is not changing, no matter what. The value of your business (whether set up or not) can provide you with good stability. We include the family business, focus on the customer, be committed to quality, and maintain mutual respect. These values are rocky; They are not going to disappear or reorganize themselves into anything else. In addition, we have all the personal values that occur are even more important and more durable. Such real estate can serve as an anchor to help us pull out the storm.
3. Be your expectations realistic. – Much of taking control of the changes you experience is putting your expectations. You can still maintain optimistic views, but what you are aiming for is realistic. Thus, the negatives that come with will not be so overwhelming, and the positives will be adrenaline speed. Here are some examples:
- There will be some bumps along the road. We should not expect any change before being painless, demanding only a minimum sacrifice, cost, or labor. In fact, we should expect some dead ends, a little breakthrough in communication and some misunderstandings, please try our best to prevent them. We may not anticipate any problem before, but we can generally map how we will deal with them.
- Not everyone will change at the same rate. The teaching rate of all employees will distribute them by the bell scales. Some will adjust quickly, most will take more time, and few will adjust gradually. Also, many younger workers can find change, especially technological innovations, easier than older ones. The reason may be, as one observer explains, "Older discs are older." 4 On the other hand, you might find some young people coming in for a surprise meeting with a new challenge.
- The results of changes can be slower than we would like. As participants in the "instant community", which the media expects to face complex problems to achieve resolution every 60 minutes, we might find positive changes in the results slower to come from a distant horizon. If we are aware of this we will not be so disappointed if the results of the morning seem to be similar to today.
4. Develop your own personal change methods. Get plenty of exercise, plenty of rest, and watch your diet. Even if you take the right steps and follow the best advice, you bring the change to stress in your life and stress takes energy. Knowing this, you can add by taking special care of your body.
Invest time and energy in training. Sharpen your skills so that you can face the challenges ahead with confidence. If the training you need is not available through Bowne, get it somewhere else, such as community school or adult education in your area.
Get help when you need it. If you are confused or overwhelmed by changes that are about you, ask for help. Your supervisor, manager, or affiliate can help you change the changes you make. Your School of Education and your corporate advisory services are other resources available.
Make sure that the change does not violate the value of your business or personal factors. If you are not careful, technical advances that will encourage each other's attention and your adoption will tend to isolate you from personal relationships with colleagues and your customers. E-mail, conference call, voicemail, and intranet can connect us with each other, or they can keep us free, removing from the awareness that digital signals we are sending reach and affect another flesh and blood human being.
We must predict this tension, we must actively participate in the drift in this direction by taking an interest in people and opening ourselves to them instead. We must remember investing in people – all those around us – not just in technology.
The "new normalcy"
Finally, we might find that the current state of the movement is permanent. After an event on September 11, Vice President Richard Cheney said that we should accept many consequences of change in everyday life as permanent rather than temporary. "Think about them," he said, "as" a new normal. "
You should take the same approach to the changes taking place in the workplace. These are not temporary changes until things get" back in normal. "They are probably" new normal "to your life as a business. The sooner you can agree that these changes are permanent, the better you can agree with them – and enjoy the positive outcome.
Notes  1. Nancy J. Barger and Linda K. Kirby, The challenge of institutional change: Assistance to workers thrives in a new border (Palo Alto, CA: Davies-Black Publ., 1995). compiled in Mary M. Witherspoon, "Coping with Change," Women in Business 52, 3 (May / June 2000): 22-25.
2. Susan Taylor, "Embraceing Change," Essence (February 2002): 5.
3. Alan J. Rowe and Richard O. Mason, Management by Style A Guide to Understanding, Assessment and Improvement Decision Making (San Francisco: Jossey-Bass Management Series, 1987) cited in Witherspoon, "Addressing with change. "
4. Emily Friedman," Creature Comforts, " Health Forum Journal 42, 3 (May / June 1999): 8-11. Futurist John Naisbitt has directed this tendency in his book, High Tech / Haircut: Technique and Look for Meaning (New York: Random House, 1999) Naisbitt wrote this book along with his daughter Nana Naisbitt and Douglas Philips.