In the past two years, your life has probably changed. Do you commute over the same route you did two years ago? Same transportation? Same job? Same company? Same industry? Do you live in the same home? With the same people? You probably answered "No" a few times. Change is all around, and you're probably pretty skilled at adapting to it. You can become even more skilled if you change how you change.Organizations have discovered — actually they paid big bucks to be told — that if they educate employees about Change, the organization can change more effectively. But some organizational change training lacks sufficient emphasis on improving personal change skills. Here are some tips to help you improve your personal change skills.
- Accept the letting go
- To change, you must let go of something. It might be something you want to let go of, or it might not. Letting go is like crossing a rushing stream on steppingstones. To get to the next stone, you must step off the one you're on. To become skilled at change, you must accept the letting go.
- Feel the tug pulling you back
- That next steppingstone will be unfamiliar — you must learn which parts of it are dry and which parts are comfortable. And you'll wonder where to go next. All this can be unsettling, and you might want to give up and go back. When you feel that tug pulling you back, recognize it as a natural effect of change. Resist the tug — choose your direction consciously.
- Focus on the good
- Organizational change
requires personal change.
- If you're the change architect, you probably hope that everything will be better after the transition. On the other hand, if the change is forced on you by events, you probably fear that everything will be less bearable afterwards. Recognize that for every change, some things will be better, some things the same, and some things more difficult. No change is all bad or all good. Focus on the good.
- Learn the new way
- When you start doing things in a new way, you won't be very good at it. Judging the success of a change on the basis of early performance is often a rationalization for going back. Stick with it until you've learned, and until you can tell how well it works.
The next time you try to change something, practice these skills with intention. Expect difficulty, because you'll be changing two things at once: not only whatever you're trying to change, but also the way you approach change. The only time you can practice changing how you change is when you're changing something else. Top Next Issue
Is your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Organizational Change:
- Beyond WIIFM
- Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be
toxic to an organization. There's a much healthier approach that provides a competitive advantage to
organizations that use it.
- Definitions of Insanity
- When leaders try to motivate organizational change, they often resort to clever sloganeering. One of
the most commonly used slogans is a definition of insanity. Unfortunately, that definition doesn't pass
the sanity test.
- When Change Is Hard: II
- When organizational change is difficult, we sometimes blame poor leadership or "resistance."
But even when we believe we have good leadership and the most cooperative populations, we can still
encounter trouble. Why is change so hard so often?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Changing Blaming Cultures
- Culture change in organizations is always challenging, but changing a blaming culture presents special
difficulties. Here are three reasons why.
See also Organizational Change for more related articles.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.