Many of us feel angst at changes that seem to come faster and more furiously weekly … and the fears that follow … affect our work as well as our well-being.
Some people panic when asked to change the smallest habitual approaches at work. Why such debilitating fears?
According to a 2005 survey by the National Institute of Mental Health … about 58 million people suffer from anxiety disorders. Yikes … that’s more than 26 percent of the adult population! Do you see worry warts where you work?
These statistics suggest that it’s not just disasters such as the 9-11 attacks that make people afraid and edgy. The mind emits debilitating stress hormones in response to real or imagined threats at work. It doesn't have to be that way.
Here’s how the brain gets over its fear of organizational change.
1. Diffuse the dread by creating a visionary … yet doable … change target with your entire firm. The brain is distracted from its creation of stress hormones … when people find purpose and passion in helping to create change that will improve their situation.
2. Create advanced organizers that show visual maps of where the firm stands at the moment – and where it expects to stand after change implementation. A spatial guide create a synergy for the brain – that draws people from where they stand to where they hope to arrive.
3. Share takeoff roles so that people’s mental energy and talents shift to offerings they can be proud of. Research shows that great changes are often lost when people begin to implement and find themselves accountable for progressive steps toward a shared target. When buy in comes from shared launching efforts … more lasting changes are likely to follow.
4. Plan regular supports and feedback catch the problems and alter new directions, to ensure changes create quality results. When improvements benefit leaders, customers and clients … change not only reduces fear … but becomes and on-going reality.
5. Measure growth and reward people’s strides toward the shared vision. Even the smallest gains should be shown. The human brain is highly charged by seeing evidence of what it does best . That why people replace fear with exhilaration when measured success is displayed … highlighted … and rewarded.
Organizational change calls for risks … and unfortunately fear often prevents that very zip a change-agent most needs … to swim in sometimes swirling … and often murky waters of life giving transformations.
How do you get on the other side of fear and foster change for a more competitive edge?
Hello Ellen:
I enjoyed reading this. The connecting thread running through the ideas seems to be that involvement is absolutely critical. Of course, the visual stimulus takes the notion of involvement to a sophisticated level. One that transcends what I call "rah rah change management"
Can I ask Ellen: What habit do you personally cultivate to sustain the approach that you outline?
Posted by: Galba Bright of Tune up your EQ | February 7, 2008 5:56 PM | Permalink to Comment