Psychology for Business
eNewsletter
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We are dedicated to bringing out
Vol.2, No.23 November 16, 2001
CHALLENGES OF CHANGE
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By Dr. John Weaver, Business Psychologist and Coach
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I try to take one day at a time, but sometimes several days attack me at
once.
–Jennifer Unlimited
The second “Vitamin C” of the emotionally healthy workplace is CHALLENGE. The
emotionally healthy worker sees possibilities for change when problems are
encountered in the workplace. These individuals can find opportunity in crises
and are optimistic about the future even when problems are encountered. They are
committed to continuous learning and rising to excellence in every business
situation. They are able to do this by igniting positive motivations for action
from within and making wise decisions that keep them moving forward toward their
goals.
Fred stared at the numbers for the tenth time. It was hard to comprehend how
terrible the bottom line looked since September 11th. A year ago business
was better than it had ever been; now he was barely making expenses. He knew he
had to take action. His competitors, facing the same drop off in income, had
begun drastic layoffs. Fred was saddened by that option. He believed he had a
dedicated and professional group of employees and he worried that layoffs would
only hurt the future of the company. Business would pick up again and he wanted
to retain the experience and expertise of his employees. Then he had an idea. He
would have to tighten the budgets and ask everyone to make sacrifices if the
organization was going to make it through this tough time. He did not want to
resort to layoffs, so he would have to ask everyone to join him in sharing the
economic pain. He hesitated as he thought about implementing this decision. Then
he took out his legal pad and his pen. He took the first step toward resolving
his uncertainty and making plan work. He created a “pro” and “con” list for
taking action.
Think of a problem currently facing you. Select a problem which will require an
action on your part to resolve. What is the action you need to take to resolve
this problem? Now make a list of “pros” and “cons” for taking this action (i.e.,
what are the benefits for taking this action versus what are the obstacles that
prevent you from taking action).
For example, here are a few items from Fred’s list:
Action: Fred has decided he must address the company employees and ask them to
take a 5% reduction in pay, including everyone in the company from owner to
maintenance worker.
Pro Con
(benefits for taking action) (obstacles to action)
_____________________ __________________
I am committed to
The employees will not
keeping all my
appreciate this, they will
employees working.
resent the request.
I need to take an active This may not
solve the
not reactive approach
problem. Then I will be in
to solving the problem.
even worse financial trouble .
Solving this problem will The economic
crisis is too
make it easier to solve
extreme. Nothing I do will
the next problem.
make a real difference.
If I try, and do not
I don’t want to look like a
succeed, at least I will
failure to my peers or my
learn something.
competititors.
Which list is more compelling for you; your “pro” list or your “con” list? In
other words, are you more likely to be persuaded by your reasons for taking
action? Or are you more likely to be prevented from acting because you are
convinced of the validity of the “cons” on your list? Fred decided to go ahead
with his plan. He was convinced the benefits were real and the obstacles were
not insurmountable.
This exercise provides a valuable insight into an important dimension of an
emotionally healthy workplace: individuals are able to re-cast “problems” as
“challenges” that are able to be met and overcome. These workers are convinced
that taking action to resolve problems will be effective and successful. They
are able to reduce, circumvent or eliminate the roadblocks to change.
In the process of change, those who successfully turn problems into challenges
typically find the “pro” list to be about twice as long and/or twice as
compelling as the “con” list. At the outset, when the problem is first
considered, the “pros” and “cons” are frequently even or the “cons” may even be
more persuasive. But for those who are able to turn problems into possibilities
for growth, the balance changes over time. First the benefits for taking action
are considered and strengthened. Later, the obstacles are addressed.
Typically individuals who explore the problems in the workplace to discover a
way to see these as challenges that can be overcome start on the “pro” (reasons
to undertake actions that will lead to change) side of the list and attempt to
add more reasons for making the change and find reasons to make them more
convincing first.
If you feel you are stuck and you know you need to take action to make a
positive change, work on the “pro” side of your list first. Brainstorm the
reasons why you should take this action. Focus on the benefits to you.
At this early stage, the “con” side of the list usually remains relatively
unchanged among those who are moving toward effective action. There are real
obstacles to change and those obstacles are acknowledged and understood.
However, it is not productive to attempt to resolve those obstacles until the
positive motivations for change is clearly articulated. If you are aware of a
change you need to make, but are not ready to take action, you will be most
effective by working on positive motivations before you begin to invest time and
energy trying to overcome the obstacles. It is the “pro” side of the equation
that gives energy and creativity for action.
The “con” side action is best tackled right before the action is about to begin.
For a major challenge, the most intensive effort to reduce the impact of the
obstacles may occur within one to two weeks of initiating the change. For less
substantial changes, the “cons” may be addressed only days or even hours prior
to taking action. In successful changs, however, the obstacles must be
addressed. It is very unproductive to attempt action without a plan for dealing
with barriers to the change.
It is NOT necessary to eliminate all barriers as a condition for taking action.
Emotionally healthy workers will eliminate some “cons,” reduce the impact of
others and may even choose to ignore some hindrances to action because the
positive reasons for change are more important than the blockades that are set
up.
Those who see “challenges” rather than “problems” often engage in actions that
seem to be inadequate to the enormity of the predicament they are facing. The
odds are against them. And they beat the odds with surprising regularity.
Here are some strategies that effective challengers use to be successful in
making positive change:
Turn away from old behavior. Effective changers are willing to let go of
what does not work. This can be very difficult. It is tempting to keep trying
what we have always tried. If it does not work, we want to try harder (or
louder)! If we are going to engage in positive change, we need to stop what does
not work, even if it can be difficult because we do not have a certain path of
action that will replace the non-productive action we leave behind.
Make change a priority. Turning “problems” into “challenges” only happens
when we make an intentional change. This is a conscious process that requires a
firm decision and a willingness to persevere in action until the outcome is
secure.
Make the tough choices. There is no easy change. When we need to address
a problem and take an action that will resolve the issue, it requires a
willingness to make decision and establish a commitment to stay with it until
the end. Although emotional healthy workplaces are sometimes seen as “soft”
skills, being effective can require as much courage and effort as anything in
the workplace.
Take small steps. When challenges are undertaken, it is often necessary
to break a large task into small steps. What do I do first? What comes next?
This process provides direction to the action.
Set a date. Anxiety about change makes it easy to put off. Those who are
serious about change will determine a time to start and hold themselves
accountable to that date.
Go Public. Sometimes, if a challenge is a difficult one, it can be useful
to tell key people who will both support the change and provide accountability.
It can be helpful to know that someone else is “on our side” as we undertake an
important action.
These strategies are used by emotionally healthy workers and fostered in
emotionally healthy workplaces to meet and overcome the inevitable problems that
arise during the workday.
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About the Author
John Weaver, Psy.D. is a licensed psychologist with 22 years’ professional
experience working with organizations, groups, and individuals. He has
experience leading groups and creating teamwork in organizations. His areas of
expertise include assisting teams and individuals to improve performance under
stress, assessing employees and potential employees to ensure the right person
for the right job, working toward conflict resolution, and training in stress
management and "stress hardiness" skills for individuals and groups.
He is an experienced public speaker.
Based in Waukesha, WI, Dr. John Weaver is available for consultation or coaching
by phone, e-mail or in person.
He may be reached at (262) 544-9918 (office) or (414)
491-8719 (cell), by e-mail at jweaver@psychologyforbusiness.com or:
John Weaver, Psy.D.
Psychology for Business
2717 North Grandview Boulevard, Suite 303
Waukesha, Wisconsin, 53188