Managing Type II Change
(3rd in the "The 3 Shades of Change")
Peter de Jager is a provocative Speaker, Writer and Consultant. His primary focus in on how we manage change, technology and the future.
In addition to speaking at conferences worldwide, he also writes monthly columns for CIO Magazine and Computerworld Canada.
His goal is always to question what we think is so, and in so doing perhaps open up new opportunities.
If you'd like permission to reprint any of Peter's articles, please contact him directly.
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Type I - Change which is done to us.
Type II - Change which we do to ourselves.
Type III - Change which we do to others.
It is worthwhile noting, that if the statement "People resist Change" were true, then Type II Change would exist in only small quantities and on rare occasions. Yet, if we look around us, most of the big Changes we endure are all self inflicted; marriage; children; learning a new language; acquiring any new skill; etc. etc. All of these are changes we choose to embrace.
Before exploring how we 'manage' this type of Change, its worthwhile examining why we initiate Type II Change in the first place.
Here's a bold statement;
We all decide to embrace Change
as a result of exactly the same thought process.
This does not mean that the same event will elicit the same reaction from everyone; it does mean we all consider the event in the same manner.
Here are two examples;
i) You watch me as I toss a fragile crystal ball towards you, do you;
a) Try to catch it?
b) Let it fall to the ground?
ii) The 'system' you're working with is failing badly, do you;
a) Attempt to fix the situation?
b) Do nothing?
While the first example might seem too obvious, it sets the stage for the second scenario. In both cases, we step through the following thought process at different speeds.
a) As soon as we become aware of the 'event' we ask ourselves a question;
If I do nothing in light of this event, what will happen?
The result of this self imposed question is a future scenario.
b) We then evaluate the desirability of this future scenario.
Is this something we are willing to endure?
While the answer might change from person to person, the question remains the same.
c) If the answer was "Yes", then we do nothing. If the answer was "No", then we ask;
What must we do to avoid this scenario?
In other words, "What must I Change, in order to achieve a more desirable future scenario?"
This thought process also applies to Change we might label as 'self imposed improvement'. We can, at any time, ask ourselves,
"If I continue with this course of action, where will I end up and is that where I want to be?" The 'event' in this case is nothing more than the asking of the question,
"Is the Status Quo going to get me to where I want to be?"
Once we've decided to Change, then we are faced with a totally different type of problem, "How do we maintain our determination to Change, through the difficult transition period?"
Here's a basic, fundamental fact, Change... especially big Change... hurts. The transition period is difficult. It requires huge amounts of effort now, in order to secure benefits far in the future.
There are two strategies, which we can combine, for moving forward;
a) Reinforce the vision of the future.
Do everything we can, to keep the vision of where we want to get to, crystal clear in our minds.
Reduce ambiguity.
Emphasize benefits.
Create visual reminders of the goal.
Identify clearly what must change and what can remain the same.
Have you ever noticed how someone obsessed with a goal, ignores every obstacle put in their path?
b) Minimize the pain of the transition.
The pain of transition can become an insurmountable hurdle; anything we can do to reduce the pain, makes it more likely we'll stay the course.
Create a support structure.
Have a plan of action to reduce the chaos.
Celebrate every little success.
Reward effort, even when the results weren't perfect.
Deciding to Change is easy when we realize we must Change, the challenge is to maintain that decision when progress becomes difficult.
© 2005, Peter de Jager –
Peter is passionate about change, how it affects both individuals and
organizations and allows them to grow and prosper. To contact him, and
host internal seminars on Change Management visit www.technobility.com
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