Lean into the Discomfort of Change

Posted by debtitus on February 7, 2012 Leave a comment (0) Go to comments

We’re just a few weeks into the new year and it’s starting to sink in that you set some pretty lofty goals and now you’re scratching your head to figure out how you’re really going to transition from your current reality to your future desired state. If you’ve gotten this far – you’re on a positive path. Others may be saying – “These goals are way too tough! I’ll be better off just sticking to what I know and where I am.” These folks are throwing their hands up in the air and running from the discomfort of necessary change.

What are you going to do?

First, if you want to have some fun – ask yourself how tolerant you are of change and uncertainty. Setting goals from our frame of mind today may evolve into a modified goal as we collect more information and experience along the path of achieving the goal. We need to be flexible. We need to be outreaching. We need to be networking. We need to be open-minded.

Here are some questions

The purpose of this questionnaire is to help you assess your personal tolerance for change and uncertainty, as well as measure your behavioral flexibility. You should respond to each statement indicating the degree to which it is true or false regarding you and your communication:

Always False (answer 1)
Usually False (answer 2)
Sometimes False and Sometimes True (Answer 3)
Usually True (answer 4)
Always True (answer 5)

1. I am comfortable in new situations.
1 2 3 4 5

2. I deal with unforeseen problems successfully.
1 2 3 4 5

3. I experience little discomfort in ambiguous situations.
1 2 3 4 5

4. I am relaxed in unfamiliar situations.
1 2 3 4 5

5. I am not frustrated when things do not go the way I expected.
1 2 3 4 5

6. I can adapt my behavior to others.
1 2 3 4 5

7. I adapt my behavior to the situation in which I find myself once I know what behavior is required.
1 2 3 4 5

8. I can modify the way I come across to people, depending on the impression I want to give them.
1 2 3 4 5

9. I generally understand the behavior expected in various situations.
1 2 3 4 5

10. I can accurately interpret the behavior of others who are different.
1 2 3 4 5

To determine your score, add the numbers you circled for each statement. Scores range from 10 to 50.

The higher your score, the greater your tolerance for change and ability to behaviorally adapt to uncertain circumstances.

So now you have a heightened awareness of how flexible you are. Let’s now look at the dynamics of change.

Three types of change: Mandatory – Negotiable – Voluntary For each of these, various problems and opportunities can be encountered. It’s important to have the right attitude and aptitude to manage the dynamics of each type.
A Change Model:
1. The Present State – the way things are today; how the organization functions prior to the change. Conduct Appreciative Inquiry.
2. The Transition State – the period between the current and future state, when things are not yet what they will be, but are different from the way they were in the past.
3. The Future State – the way things will be when the change has been successfully completed; the ideal state we desire after the change.

I know – still pretty basic. Listen, what were talking about here is not complex…it’s simple – it just isn’t easy to execute because WE simply get in our own way. My last message/blog was about refusing to retreat to old ways of doing things. That’s the easy way out. We need to lean into the discomfort of change by harnessing our energy in the transition phase of change.

Let’s take a closer look at the transition phase and some things you can do to move through it toward your future desired state.

Characteristics of Transition:

High uncertainty, low stability, no boundaries
There is high energy, often undirected
People experience a great deal of emotional stress
There is increased conflict, particularly inter-group conflict
Poor, insufficient and conflicting information
Inconsistency is perceived to be prevalent. Control becomes an issue
Past pattern of behavior become explicitly and reverently valued as “The good old days.”

Whether you are leading the change, below is what people need.

Information : Tell people what’s going on. Ask people what’s going on. What’s going to happen, when, how, why? Changes and updates as they occur.
Inclusion: Include others in the planning process. Genuine buy-in on the change vision. You don’t want any naysayers.
Support: Two-way communication. Help to disengage from the old. Extra resources to manage the change.
Safety: “Islands of stability.” Convey to others that some things are staying the same. If you are the change – pace yourself; don’t change everything at once. It’s rare when all things must need to change.
Skills: Training for new tasks and coaching for new roles. Build your people If you expect to grow the business by 30% it will only happen if you grow your people.
Freedom: Free from blame, so they will take risks. Ability to travel and meet so they can learn and support each other. If you are the change – be sure you don’t blame those in your path, this will free your mind and energy to focus on more positive things.
Rewards: Intangible rewards such as affirmation and acknowledgments. Tangible rewards such as celebrations along the way and promotions at the end. If you are the change, find friends with whom to celebrate .

NOTE: Any significant change in a person’s routine –whether an intentional planned change, a sudden surprise, or a growing awareness that one is moving into a different life state – will start a cycle of reaction and feelings that is predictable and observable. The cycle has seven phases.