The Human Reaction to Change
How do humans react to change?
And what does a ball of yarn have to do with it?
Let’s Start with a Quick Story
I am working with a client who was recently promoted to the executive team and has an opportunity to take her department to all new heights. In exploring the details of this change and the challenges in front on her, I asked her to bring her attention to her body – because our bodies hold great wisdom (despite popular belief that knowledge and wisdom are held solely in the mind).
“My attention is right here in my core,” she said.
I asked her what was there and what she felt physically. She laughed and said, “a ball of yarn.” The ball of yarn was wound tightly, made of wool, and was bright fuchsia with strands coming off in all directions. Her subconscious reaction to change was quite literally a knot in her stomach.
After spending time exploring the meaning behind the ball of yarn, the yarn began to form a beautiful quilt and then disappeared altogether as the feelings of anxiety, judgement, fear, and failure morphed into a sense of accomplishment, confidence, acceptance, and personal power.
She arrived at a state of acceptance. Acceptance that she is not going to know everything out of the gate, that her team and her boss believe in her, and that no matter what she would have done in one particular situation that didn’t go as she expected, she would not have been able to change the outcome. Upon that realization, she recognized the power to focus on her sphere of control and influence to move her team and department forward, beyond the hurdles that lay ahead.
The Human Reaction to Change
Change is a process – starting with the current state, moving through a transition phase, then finally realizing our future state where we achieve the results, outcomes, and success we are striving for. The reality is, however, that the change process is difficult and messy, made even more complex by the frequency and constancy of change we are experiencing these days, PLUS our human reactions to change.
Understanding and responding to the human reaction to change is such an important part of the change process. Without alignment and motivation, we can’t progress forward as individuals, as a team or as an organization.
When we work with individuals and teams around change, we start by acknowledging the different human reactions typically associated with change. At the highest level these are:
Resistance: frequently, we see resistance to change. Resistant employees often see change as a burden, a source of stress and/or more work. Resistance can be caused by lack of clarity around what the change means and why it’s happening.
Indifference: in some cases, there is no reaction to change. These are the employees that fall somewhere in between champions of change and detractors to change. It can be difficult to get this group on board with leaving their comfort zones.
Acceptance: employees will often be willing to accept change if they understand the reason for the change and the direct impact it will have on them and their teams. When the effects on their job are favorable, they are more likely to become change champions. Acceptance is of course an ideal reaction, but one that’s not always the most immediately prevalent. And, even acceptance can turn to concern, fear, and doubt at times, as seen in the story above.
Whether you are leading or playing a role in change, we turn to a few key principles that move us closer to not just accepting but owning change personally.
Focus on what you can control – don’t be a victim of the change
Change can often lead people to feel out of control, unearthing fears around what is being “taken away”. The longer the change process continues, the more intense these fears can become, turning into ‘quit and stay’ behavior where productivity and engagement takes the ultimate dive. Understanding what’s in your sphere of control, both rationally and emotionally, helps focus our time and energy. This generates a greater sense of purpose and ownership, with a clearer understanding of our role in organizational change.
Be aware of your tendencies – own how you handle change
Like in the “ball of yarn” story, our bodies and minds have subconscious reactions to change that we often can’t control, but that we can observe, and take appropriate action. Notice if you lean towards early adoption or resist change, whether you over or under communicate during change, and what seems to get threatened for you during change; status, certainty, autonomy, relatedness, fairness. It’s worth understanding your own personal tendencies so you can be prepared and come from a place of choice as these reactions surface.
Reframe to regain – shift your perspective from problem to opportunity
When change is happening, it’s easy to get swept up in the negative instead of recognizing the positive. Reframing is an important tool as you take into consideration how the change affects you personally as well as others. By reframing you take control of future results, lightening the mood around what you may be losing, and shifting focus to what you are gaining.
Change was once seen as something that happened at a point of time when you moved away from an ‘old normal’ and arrived at a ‘new normal’ and stayed there until the next change came along. What if we instead see change as our ‘new normal’? Organizations that build a culture of change can continuously progress versus stagnating in time. Afterall, change is the only constant. It is the one thing we can always count on. The more comfortable you become with change, the more effective a leader you will be and the more successful you, your team, and your organization will be.
Integrated Growth can help. We offer organizational effectiveness and leadership consulting across the healthcare, wellness, and outdoor industries. Book your discovery call to see how we can help you.
Our world has changed, it’s time to transform yourself, your team, and your organization.
AUTHOR – Gretchen Reid is the Founder and Chief Change and Leadership Architect for Integrated Growth. She has spent over 25 years coaching leaders and creating award-winning Leadership and Talent Development Programs, directly contributing to multiple awards for her clients, including Fast Company’s 50 Most Innovative Companies, Forbes America’s Best Employers List, Forbes Best Employer for Diversity, and ASTD BEST. She is an Adjunct Professor of Change Management in the Strategic HR Masters Program, Denver University, University College. (MS, Career and Human Resource Development, Rochester Institute of Technology, BA, Psychology & Business Management, University of Rochester)
