50 Reasons Not to Change
Change is not seen as an easy thing to create; at least not in a way that one would desire. Nonetheless, change occurs every day, everywhere. It is the nature of things to change. However, people are creatures of habit and prefer to remain comfortable in a familiar routine. Knowing this, it can seem overwhelming the idea of making a change in terms of the status quo. It seems more likely to get push back from the naysayers than support from others. How many people, believing they may isolate themselves, will stand up and support an idea that challenges the status quo? Most likely, if any, will not extend themselves that far in the name of self-preservation; remaining a part of the current tribe.
The excuses listed throughout the graphic, '50 Reasons Not to Change" (Watkins, 2011), are all too common. I hear these excuses at home, at work, amongst peers, and even colleagues. We are most certainly in no shortage of these types of excuses; unjustified, unchallenged, and unfounded. Having been a nationally competing gymnast and a Special Forces member for over 40 years combined, I had little to no tolerance for these types of excuses. I grew up being taught that I can do anything I put my mind to (thanks mom). Challenge up! So, every challenge that presented itself, I presented myself saying, 'actually, yes I can watch me.' Now, when I hear my colleagues throw around these excuses like its small talk, I immediately and diplomatically challenge their perspective with a plethora of versions from the 5 Ws; who said? when did that happen? where did that take place? what makes you think that? and my favorite, why? In the end, I often get my point across...you're making an excuse!
Years ago, I have caught myself using some of these excuses for a myriad of reasons such as being lazy, too comfortable, feeling the gain did not outweigh the loss, or because I was emotionally attached (addicted) to a feeling or behavior. It was not common for me to use excuses, but when I did it was often for one of these reasons. Brown (2011) shared some of the reasons for one's resistance to change may be due to the following: the comfort zone, fear of the unknown, disruption of a routine, loss of benefits, threat to security, threat to position power, redistribution of power, disturb existing social networks, and conformity to norms and culture. If an individual (change agent) can somehow gain buy-in from another (resistance), then we have begun change. I often use empathy to associate and build a common ground so the resistance understands I can relate to their concerns and return to them from a common framework. These types of responses to change efforts are not always easy to overcome. Depending on the person(s), I think a number of factors can be considered that may be a catalyst for a change in thinking. Perhaps the catalyst touches an interest, a curiosity, or perhaps even a passion of another. If we can show the resistance that the change better serves them as part of the whole, or that the gain outweighs their loss, we may have a chance at changing this type of thinking in response to change efforts. On the other hand, there will be those we can not change.
In Godin's (2009) TED Talk, "The Tribes We Lead," he discusses how the charisma of a leader can attract others of like-mind to spread the message to attract others of like-mind in an attempt to create a moment. While I do not think change is driven by tribes alone, I do believe this is a very effective way of creating change. It's not people that we would be changing, but gathering enough of the right people to incur a change about an idea.
Reflecting on this exercise, I am inclined to take away the concept around the cyclic module of Challenging, Culture, and Committing. Remembering and applying the consideration of who it is I am upsetting will help me be aware of that party and consider how best to help them transition from resistance to acceptance. Remembering and applying the act of connecting with the like-minded people in an attempt to build a culture. Finally, committing to that culture and continuously challenge the status quo as the movement spreads.
In our change efforts, as we confront resistance, create new cultures, deviate from old cultures, address budget concerns and develop processes in support of the new movement, when and how do we manage unexpected third and fourth-order effects? Can these effects kill the movement? Can a movement ever be regenerated once it loses momentum?
References
Brown, D. R. (2011). An experiential approach to organization development. Boston. MA: Prentice Hall.
Godin, S (2009, February). The tribes we lead. TED Talk. Retrieved from https://www.ted.com/talks/seth_godin_the_tribes_we_lead#t-1027179
Watkins, D (n.d.). 50 Reasons not to change. Retrieved from https://erau.instructure.com/courses/113760/assignments/2076642
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