One of the things that I've observed about human nature over the years is that while people (including myself) consider themselves relatively sophisticated beings, when it comes to change, we actually operate on a fairly primitive system of reward and punishment. In other words, we finally change only when the consequences of not changing are worse than the consequences of leaving things as they are. Even if change is perceived as positive, it's disruptive and it's unknown. As a rule, the familiar is well, comfortable.
Of course one of the hallmarks of our day is rapid and continuous change, sometimes described as "living in whitewater." So it is to our advantage not only to get used to it, but to develop and practice proactive strategies to do it well. Whether it's learning new technical skills or working with a new team, it's valuable to approach change with a compassionate eye that recognizes our need for stability and continuity, even as it challenges us to stretch and grow in ways that are more fulfilling, less stressful, and ultimately bring us greater rewards.
Transition Coaching
While the checklist of change strategies described below were developed to work with groups in business settings, they provide valuable touchstones for introducing change in yourself or in any group of which you are a member. They are designed to increase motivation, control and purposefulness, and to decrease resistance. They are adapted from The Path of Least Resistance, by Kenneth Hultman.
1. Develop a positive climate for change. People develop beliefs about each other and the group they are involved in from their first contact with it. If these beliefs are positive, people will generally support initiatives to introduce change. If they are negative however, people will resist. Find a way to demonstrate to people that you have their best interests at heart.
2. Encourage an interest in improvement. To increase the general level of readiness to change, establish conditions that encourage people to draw on their best talents. Demonstrate how improving their abilities and performance can be personally rewarding by positively re-enforcing their change behaviors with encouragement, positive feedback, and genuine interest.
3. Show people how change can help them. People need to know that change will leave them better off than they were before. Even positive change disrupts familiar habits, and people would prefer to stay with what they know than to venture into the unknown. People will always find ways to predict how their situations could end up being worse, so find ways to reduce their uncertainty.
4. Help people increase their competence. Competence is important to most people, so demonstrate how a change will increase their level of competency. Belief in competence needs to be based on actual achievement, so provide opportunities where real accomplishments can be demonstrated. As a rule, people who believe in their own competence are more receptive to change.
5. Involve people in change decisions. It is a basic psychological principle that people will be more supportive of changes that they are involved in making. People will more readily commit themselves to a change which belongs to them because they have some control over the situation. Moreover, when people have a stake in the results, they are more motivated to succeed.
6. Relate the change to their values. If a change provides opportunities for people to pursue values they regard as important, they will be more receptive to cooperating and collaborating with you to find ways to bring about the change you want.
7. Develop a value for teamwork. If people need each other to achieve goals it is easier for them to develop values for cooperation, negotiation, compromise, etc. These values are helpful in bringing about a change that requires people to work towards a common goal.
8. Avoid direct confrontations with people. It's usually more effective to subtly work to prepare people for change than it is to openly confront them with the ways in which you perceive that their beliefs are causing resistance. Avoid challenges that cause defensiveness. Instead, re-enforce the positive, and assume peoples' willingness to cooperate.
9. Debates are risky. While it may seem advantageous to share the validity of the changes you are attempting to initiate, people will often supply their own evidence to substantiate their beliefs as to why it might not be so. When people begin to argue over the validity of the "facts," this method of introducing change is unproductive. Abandon it.
10. Don't react emotionally. Frustrated or impatient reactions usually make people afraid or angry in return, and increase resistance. Focus instead on the objective facts that you hear are causing resistance and address them, rather than your reaction to them.
11. Avoid inadvertent mistakes. Some examples of this are: offering advice or making a decision before gaining a full understanding of relevant facts; making a change without checking if others concur with your assessment of the situation; being critical or insensitive to people in front of others.
12. Concentrate on factors within your control. It's a waste of time to become frustrated because there are aspects of a situation that you can't do anything about. If you carefully study a situation, there are almost always some things you can do to turn some factors in your favor. Identify these factors and invest your time and energy in dealing with them.
12 Steps to Introducing Meaningful Change in Your Group Or Organization
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