”The only constant is change – we have all heard the modern mantra of business in recent years. Therefore, the ability to change, to adapt, to be flexible are by definition considered qualities, while resistance to change, the need to keep the state of some things, are defects, weak parts or that need to be improved.
I would dare challenge this mantra and say that perhaps it is better to manage change while appreciating continuity. Or, to quote a bit from classics, I welcome change, as long as it stays the same, here and there.
In the two and a half months of working from home many of us have done all sorts of scenarios; that people will become better, more introspective, that values will be redefined, that empty shells will be a thing of the past, post-pandemic management will be more humane, we will all be more responsible, towards ourselves, to what we need to do, to others around us, to society.
I passed through a park on Pentecost Monday. It was full of people, adults, children, in larger or smaller groups, without masks. It was as if I were in a picture of last summer, in which the pandemic did not exist, no concern. It seemed as if nothing had changed. It did not affect us, we are not more careful.
The bright side is that we are not afraid (anymore) of the virus. We treat it with indifference. We casually pass by each other, we pay cash for the ice cream in the park, we play in the grass, we meet in smaller or larger groups. However, when we go to a store, we are more careful. We follow the rules, wearing a mask, keeping our distance as if we are more reserved, suspicious.
I noticed a great reluctance to go back to the office. We prefer to work from home, not to meet other people, to protect ourselves.
I invite you to look around: what has changed?
Don’t we just perceive the changes, ignoring what is constant, and have the sensation that everything is in constant motion?
People have not changed, our habits are the same, maybe, here and there, touches are more pronounced. Those with a lot of energy, willingness to take action and dedication will distinguish even more from those with a cloud above their heads, from those whom the public enemy no. 1 is their manager, from those who see nothing good apart from themselves, or from managers who use the pandemic to fire people who they also hired.
Stability and continuity are at the basis of our experiences. Prolonged change means chaos, anarchy.
Change make sense if it is juxtaposed with continuity. Therefore, I propose to appreciate stability too, while keeping an eye towards transformation, modification, re-creation.
As always, avoiding taking action is more attractive to some of us.
The force of resistance is greater than the force of action.
Remember how difficult it is for people to restart after coming back from holidays. After 2-3 weeks, they return and it seems that was the only reality of their lives. It takes another week to become more energetic and get to work. It is about the same right now: we were forced into a pandemic, we did what we could to adapt, and now it seems we’ve always worked that way. Now, many would not want to work from the office, but it seems they do not like it from home either. It is now that we need to increase our mobility. Change is a goal and technological advances push us towards it. We need to adapt.
Change: Theoretical models
Let’s take a look at a few theorists:
Kotter proposed an 8-step change model:
- Establishing a sense of urgency
- Forming a powerful coalition
- Defining a vision and a strategy
- Communicating the vision and strategy
- Empowering as many people as possible
- Obtaining some immediate victories, to create momentum
- Consolidating earnings and accelerating change
- Anchoring the new practices in the organisation’s culture
It is a model that has been written a lot about, it has been used a lot, but in moments of crisis, it seems that a little bit of agility is needed.
Such a model, apparently simpler, is by Kurt Lewin: unfreezing – changing – refreezing. The model was developed in the first part of the 20th century and the idea emerged from the changing shape of an ice cube (that melts, changes, refreezes).
His model reminds me of Ayse Birsel’s design principle: deconstruction – reconstruction. She applies design thinking principles and rethinks objects, processes. The idea is to take an object, a process, to decompose it, to put aside how it was before, to think from the user’s perspective, and to propose something different.
Deconstructing the current reality is useful if we want to change our perspective, to see things differently, in order to construct a new reality that is more than the sum of its parts.
We live in a period with many constraints. How about we see those constraints as opportunities? It is as if our current life’s painting is made out of, metaphorically speaking, Lego pieces, and as we disassemble everything, we can create from the same pieces a new painting. More in line with the times and more in line with us and what we want.”
via: spotmedia.ro