What is so difficult or complicated about initiating and managing change? Just think of a few scenarios, simple things you may have observed around you daily. The way regular commuters tend to wait for their train on the platform at the same spot every day. Or maybe the list of things you do first thing in the morning when you get out of bed. Biologically, the human being has not evolved that much in the past 3,000 years and yet the accepted wisdom of our century is that routine is dull, that is makes life boring and is not ‘cool'.
Quite to
the contrary, if you think of it, routine is in fact what prevents us
from collapsing with mental overload before the morning is over.
Routine saves us a biological species, because anything we do as a
routine is a proven and a safe way of getting things done. Anything we
do as a routine leaves us with some spare mental bandwidth to cope with
exceptional items and be on the lookout for anything dangerous or
threatening in our immediate environment.
Fear saves us too.
Fear is one of the essential mechanisms thanks to which species can
survive. If we didn't have that little alarm bell within each of us
that rings to say ‘be careful', we would all be engaging in dangerous
activities that would get us into bad trouble or even get us killed. If
there ever was on this planet any form of developed animal that had no
sense of fear, you can be sure it is extinct today.
What
I aim to illustrate here is that we would not exist today if
biologically we were not somehow programmed to seek proven routines and
fear the unknown. In a stable environment the safest and most
successful key to survival is to do the same proven things over and
over again, and not to venture too far into the unknown. But change
that environment and things could look very different, as the dinosaurs
discovered - far too late.
Importantly, when considering the
magnitude of the change that will take place in your business as a
result of integration, bear in mind that the resistance to change you
are inevitably about to encounter is not caused by laziness or
uncooperative attitudes from the people around you. That resistance
finds its root cause in something much more fundamental, which lies
deep within each of us: our instinctive need for safe proven routines
and our apprehension of the unknown.
In our society today,
people will usually find it difficult to admit they are scared of
forthcoming changes - some may indeed think that this could be a career
limiting statement, or make them feel less able than their peers. This
causes a huge risk, the risk of not recognising the early symptoms of
one of the key causes of resistance to change: fear. Chances are that
the vast majority of the people in your organisation have never gone
through a merger or business integration before. This is a journey into
the unknown, and they are aware from numerous examples that hit the
headlines in the media that things can often go drastically wrong.
Some
people with the best intentions might declare themselves fully on-board
with a proposed change programme and still be extremely unsettled deep
down inside. And if this is the case, it will not take much during the
implementation of the change for such people to become sceptical and
adopt a behaviour that is detrimental to the desired outcome.
As
human beings, we are programmed to seek stability, safety, some form of
comfort. Not to deliberately seek change, unless the need for change is
made abundantly clear because above all, like all other species, we are
programmed to survive. Translate this into a business environment and
it is easy to understand how individuals will accept the effort of
change if they can be convinced that life overall will be better
afterwards than where they stand today.
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