Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 12;   March 20, 2002: Change How You Change

Change How You Change

by

Last updated: August 8, 2018

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? Change is all around, and you're probably pretty skilled at it. You can become even more skilled if you change how you change.

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.

Steppingstones in Pompeii

Steppingstones in Roman Pompeii. Photo (cc by-sa) by Norbert Nagel/Wikimedia Commons.

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.
They're inseparable.
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. Go to top Top  Next issue: When You Make a Mistake  Next Issue

101 Tips for Managing ChangeIs 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!

For more on the Satir Change Model, see "Now We're in Chaos," Point Lookout for September 19, 2001, and "Piling Change Upon Change: Management Credibility," Point Lookout for October 18, 2006.

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Related articles

More articles on Organizational Change:

Masks of Tragedy and ComedyThe Ties that Bind
Changing anything in an organization reveals how it's connected to its people, to its processes, to its facilities, and to the overall context. Usually, these connections reach out much further into the organization than we imagine.
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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.
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Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use — and there are many methodologies available — difficulties can arise. When change is hard, what's happening? What makes change hard?
Erecting a floating bridge in Korea (1952)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?
A pyramidal silk teabag of spiced black teaPatching Up the Cracks
When things repeatedly "fall through the cracks," we're not doing the best we can. How can we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?

See also Organizational Change for more related articles.

Forthcoming issues of Point Lookout

A model of a space station proposed in 1952 by Wernher von BraunComing January 29: Higher-Velocity Problem Definition
Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
Three gulls excluding a fourthAnd on February 5: Unrecognized Bullying: I
Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.

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