Home
>
Stress Management
>
Coping with Change: Develop Your Personal Strategy

Coping with Change: Develop Your Personal Strategy

Why do we resist change?
As the saying goes, the only people who like change are busy cashiers and wet babies. We find change disorienting, creating within us an anxiety similar to culture shock, the unease visitors to an alien land feel because of the absence of the familiar cues they took for granted back home. With an established routine, we don't have to think! And thinking is hard work.

Change is a business fact of life
Is your company is currently undergoing major changes that will affect the lives of all of its employees? These changes are probably in response to the evolving needs of your customers. They are made possible because of improvements in telecommunications and digital technology. They are likely guided by accepted principles and practices of total quality management. And you can expect that they will result in significant improvements profitability--a success that all employees will share. Because our customers' needs are NOW, we must make changes swiftly, which means that all of us must cooperate with the changes, rather than resist them.

How do we resist change?
We tend to respond to change the same way we respond to anything we perceive as a threat: by flight or fight. Our first reaction is flight--we try to avoid change if we can. We do what futurist Faith Popcorn calls "cocooning": we seal ourselves off from those around us and try to ignore what is happening. This can happen in the workplace just by being passive. We don't volunteer for teams or committees; we don't make suggestions, ask questions, or offer constructive criticism. But the changes ahead are inescapable. Those who "cocoon" themselves will be left behind.

Even worse is to fight, to actively resist change. Resistance tactics might include negativity, destructive criticism, and even sabotage. If this seldom happens at your company, you are fortunate.

Take a different approach to change
Rejecting both alternatives of flight or flight, we seek a better option--one that neither avoids change nor resists it, but harnesses and guides it.

Change can be the means to your goals, not a barrier to them. Both fight and flight are reactions to perceiving change as a threat. But if we can change our perceptions, we can avoid those reactions. An old proverb goes, "Every change brings an opportunity." In other words, we must learn to see change as a means of achieving our goals, not a barrier preventing us from reaching them.

Another way of expressing the same thought is: A change in my external circumstances provides me with an opportunity to grow as a human being. The greater the change is, the greater and faster I can grow. If we can perceive change along these lines, we will find it exciting and energizing, rather than depressing and debilitating.

Yet this restructuring of our perspective on change can take some time. In fact, coping with change follows the same steps as the grieving process.1 The steps are shock and denial that the old routine must be left behind, then anger that change is inevitable, then despair and a longing for the old ways, eventually replaced by acceptance of the new and a brighter view of the future. Everyone works through this process; for some, the transition is lightning fast, for others painfully slow.

Realize your capacity to adapt.
As one writer put it recently:
Our foreparents lived through sea changes, upheavals so cataclysmic, so devastating we may never appreciate the fortitude and resilience required to survive them. The next time you feel resistant, think about them and about what they faced--and about what they fashioned from a fraction of the options we have. They blended old and new worlds, creating family, language, cuisine and new life-affirming rhythms, and they encouraged their children to keep on stepping toward an unknown but malleable future.2

Human beings are created remarkably flexible, capable of adapting to a wide variety of environments and situations. Realizing this can help you to embrace and guide change rather than resisting or avoiding it.

Develop a coping strategy based on who you are.
Corporate employees typically follow one of four decision-making styles: analytical, directive, conceptual, and behavioral. These four styles, described in a book by Alan J. Rowe and Richard O. Mason,3 have the following characteristics:

Conceptual Style ? creative and artistic, future oriented, likes to brainstorm, wants independence, uses judgment, optimistic, uses ideas vs. data, looks at the big picture, rebellious and opinionated, and committed to principles or a vision.

Behavioral Style ? supportive of others, empathetic, wants affiliation, nurtures others, communicates easily, uses instinct, avoids stress, avoids conflict, relies on feelings instead of data, and enjoys team/group efforts.

Directive Style ? aggressive, acts rapidly, takes charge, persuasive and/or is manipulative, uses rules, needs power/status, impatient, productive, single-minded, and enjoys individual achievements.

Read once more through these descriptions and identify which style best describes you. Then find and study the strategy people who share your style follow to cope with change:

Conceptual coping strategy ? You are interested in how change fits into the big picture. You want to be involved in defining what needs to change and why. You will resist change if you feel excluded from participating in the change process.

Behavioral coping strategy ? You want to know how everyone feels about the changes ahead. You work best when you know that the whole group is supportive of each other and that everyone champions the change process. If the change adversely affects someone in the group, you will perceive change as a crisis.

Directive coping strategy ? You want specifics on how the change will affect you and what your own role will be during the change process. If you know the rules of the change process and the desired outcome, you will act rapidly and aggressively to achieve change goals. You resist change if the rules or anticipated results are not clearly defined.

Realizing what our normal decision-making style is, can enable us to develop personal change-coping tactics.

How can we cope with change?
1. Get the big picture. ? Sometimes, not only do we miss the forest because of the trees, but we don't even see the tree because we're focused on the wood. Attaining a larger perspective can help all of us to cope with change, not just the conceptualists. The changes underway at my company are clearly following at least four important trends, which I believe are probably reflective of businesses in general:

Away from localized work toward network-based work,
Away from a feast-or-famine working environment toward a routinely busy working environment,
Away from site-limited approaches toward approaches that are consistent company-wide, and
Away from vertical, top-down management toward a more horizontal management structure, with shared accountability.

Getting at least this much comprehension of the big picture will help us to understand where each of us fits.

2. Do some anchoring. ? When everything around you is in a state of flux, it sure helps to find something stable that isn't going to change, no matter what. Your company's values (whether articulated or not) can provide that kind of stability for you. Ours include the Company Family, Focus on the Customer, Be Committed to Quality, and Maintain Mutual Respect. These values are rock-solid; they are not going to disappear or rearrange themselves into something else. Plus, each of us has personal values that perhaps are even more significant and permanent. Such immovables can serve as anchors to help us ride out the storm.

3. Keep your expectations realistic. ? A big part of taking control of the change you experience is to set your expectations. You can still maintain an optimistic outlook, but aim for what is realistically attainable. That way, the negatives that come along won't be so overwhelming, and the positives will be an adrenaline rush. Here are some examples:

There will be some bumps along the road. We shouldn't expect all of the changes ahead to be painless, demanding only minimal sacrifice, cost, or effort. In fact, we should expect some dead ends, some breakdowns in communications, and some misunderstandings, despite our best efforts to avoid them. We may not be able to anticipate all of the problems ahead, but we can map out in general terms how we will deal with them.
Not everyone will change at the same rate. The learning rates of any employees will distribute themselves along a bell curve. A few will adapt rapidly, most will take more time, and a few will adjust gradually. Also, many younger employees may find change, especially technological innovations, easier than those older. The reason may be, as one observer explains, "Older people's hard disks are fuller."4 On the other hand, you may find some younger ones surprisingly reluctant to take on a new challenge.
The results of change may come more slowly than we would want. As participants in an "instant society," conditioned by the media to expect complex problems to reach resolution in a 60-minute time frame, we may find the positive results of change slow to arrive from the distant horizon. If we are aware of this, we won't be so disappointed if tomorrow's results seem so similar to today's.

4. Develop your own, personal change tactics. Get plenty of exercise, plenty of rest, and watch your diet. Even if you take all the right steps and follow the best advice, undergoing change creates stress in your life, and stress takes energy. Aware of this, you can compensate by taking special care of your body.

Invest time and energy in training. Sharpen your skills so that you can meet the challenges ahead with confidence. If the training you need is not available through Bowne, get it somewhere else, such as the community college or adult education program in your area.

Get help when you need it. If you are confused or overwhelmed with the changes swirling around you, ask for help. Your supervisor, manager, or coworkers may be able to assist you in adjusting to the changes taking place. Your human resources department and any company-provided counseling services are other resources available to you.

Make sure the change does not compromise either your company values or your personal ones. If you are not careful, the technological advances jostling each other for your attention and adoption will tend to isolate you from personal contact with your coworkers and customers. E-mail, teleconference, voice-mail, and Intranet can make us more in touch with each other, or they can keep us antiseptically detached, removed from an awareness that the digital signals we are sending reach and influence another flesh-and-blood human being.

Aware of this tendency, we must actively counteract the drift in this direction by taking an interest in people and opening up ourselves to them in return. We have to remember to invest in people--all of those around us--not just in technology.

The "new normalcy"
Ultimately, we may discover that the current state of flux is permanent. After the events of September 11, Vice President Richard Cheney said we should accept the many resultant changes in daily life as permanent rather than temporary. "Think of them," he recommended, "as the 'new normalcy.'"

You should take the same approach to the changes happening at your workplace. These are not temporary adjustments until things get "back to normal." They are probably the "new normalcy" of your life as a company. The sooner you can accept that these changes are permanent, the better you can cope with them all--and enjoy their positive results.

Notes

1. Nancy J. Barger and Linda K. Kirby, The Challenge of Change in Organizations: Helping Employees Thrive in the New Frontier (Palo Alto, CA: Davies-Black Publ., 1995). This source is summarized in Mary M. Witherspoon, "Coping with Change," Women in Business 52, 3 (May/June 2000): 22-25.

2. Susan Taylor, "Embracing Change," Essence (Feb. 2002): 5.

3. Alan J. Rowe and Richard O. Mason, Managing with Style: A Guide to Understanding, Assessing and Improving Decision-Making (San Francisco: Jossey-Bass Management Series, 1987) cited in Witherspoon, "Coping with Change."

4. Emily Friedman, "Creature Comforts," Health Forum Journal 42, 3 (May/June 1999): 8-11. Futurist John Naisbitt has addressed this tendency in his book, High tech/high touch: Technology and our search for meaning (New York: Random House, 1999). Naisbitt co-wrote this book with his daughter Nana Naisbitt and Douglas Philips.

* * *

Steve Singleton has written and edited several books and numerous articles on subjects of interest to Bible students. He has been a book editor, newspaper reporter, news editor, and public relations consultant. He has taught Greek, Bible, and religious studies courses Bible college, university, and adult education programs. He has taught seminars and workshops in 11 states and the Caribbean.

Go to his deeperstudy.org for Bible study resources, no matter what your level of expertise. Explore "The Shallows," plumb "The Depths," or use the well-organized "Study Links" for original sources in English translation. Sign up for Steve's free "DeeperStudy Newsletter."

high-end home cleaning Morton Grove ..

In The News:

Aigen's Element robot uses solar power and AI to provide farmers with a sustainable alternative to herbicides, working efficiently in cotton and soy fields.

Stay up to date on the latest AI technology advancements and learn about the challenges and opportunities AI presents now and for the future.

Cybercriminals accessed Medicare data of more than 100,000 Americans by creating fraudulent accounts, prompting CMS to deactivate accounts and issue new Medicare cards.

China's battery swap technology from CATL lets electric vehicle owners exchange batteries in under two minutes, with plans to expand to 1,000 stations across 31 Chinese cities by 2025.

Analysts at Silent Push have uncovered a widespread scam that uses counterfeit retail websites to steal the credit card information of online shoppers.

Chrome users need to update their browsers immediately as Google addresses a critical vulnerability that hackers are actively exploiting. Additional security measures are recommended.

A study found teens glance at phones for dangerous two-second intervals while driving, using devices primarily for entertainment, texting and navigation despite crash risks.

Security researchers uncovered a flaw in Windows 11 that allows attackers to disable Secure Boot using Microsoft-signed tools, requiring manual updates to protect against bootkits.

Carnegie Mellon's noninvasive brain technology allows users to move robotic fingers by thinking about the motion, offering new possibilities for people with motor impairments.

Multi-factor authentication (MFA) adds an extra layer of protection to your accounts. Instead of relying only on a password, MFA requires you to verify your identity using two or more methods.

Scientists from Duke, Harvard, and the University of Otago have unveiled a game-changing tool called DunedinPACNI. It uses a single AI brain scan to reveal how fast a person is biologically aging.

A disturbing wave of fake agent phone scams is sweeping across the United States, catching people off guard and draining their savings.

Emojis aren't just playful add-ons; they're powerful tools for building stronger connections in our increasingly digital world.

Google has taken a major step toward the future of clean energy by partnering with Commonwealth Fusion Systems (CFS), an MIT spin-out working to build one of the world’s first commercial fusion reactors.

If you create and share art online, you might have seen messages warning that Facebook's parent company, Meta, claims the right to use or even sell anything you post, whether it's pictures, poems, or artwork.

Cybercriminals hit Qantas in a major data breach that exposed information from up to six million customers.

Having reliable, loud, and timely emergency alerts on your phone or device is important because when severe weather strikes, every second counts.

Here's how your daily brew is becoming the foundation for greener buildings.

Artificial intelligence (AI) and large language models (LLMs), such as ChatGPT, are transforming how we learn. But what does this mean for AI and learning retention?

Modern AI data centers use much more electricity than traditional cloud servers. In many cases, the existing power grid cannot keep up. One innovative solution is gaining traction: repurposed EV batteries for AI data centers.

Microsoft 365 and Outlook users are being targeted by a tactic that injects fake billing alerts directly into their calendars.

Researchers are now showing us that old smartphones as data centers could be the next big thing in sustainable tech.

Scientists have created micro-robots for sinus infection treatment that can enter the nasal cavity, eliminate bacteria directly at the source, and exit without harming surrounding tissue.

Let's examine how your data is collected in everyday life, who is buying and selling it, what happens to it afterward, and, most importantly, what you can do to protect yourself.

Researchers at the University of Sheffield in the U.K. developed small robots called "Pipebots" that can travel inside water pipes to find and potentially repair leaks, all without any excavation.

Coping with Change: Develop Your Personal Strategy

Stress Management