Change, Part II: Why It's So Scary and How to Embrace It

Editor's Note: About a month ago, we published a fantastic piece that offers several tips for how leaders can better prepare their teams to implement change. Complementing that piece is the following article, which sheds light on why all humans resist change and how you as an individual can learn to embrace it rather than fear it. Special thanks to Kathy Walsh for writing today's blog post. You can connect with her on LinkedIn. 

Thomas Alva Edison is considered one of the most innovative and successful inventors. He is credited with inventing the carbon filament light bulb, the platform for modern motion picture technology, an early form of the X-ray machine, the phonograph, and more. Yet he was ultimately forced out of his own company because he was resistant to change.

How is it that some of the most creative and innovative people are THE MOST resistant to change?

Change can be scary. When any change is presented to an individual or team, a normal reaction includes a degree of fear. Even “happy change” like marriage or a great new job taps into a fear of the unknown, a genetic trait that keeps us safe and prevents us from taking dangerous risks.

Smart, successful leaders have one difference when it comes to change. Rather than fear it, they ask guiding questions like: will this change make my life better or worse, my job harder or easier, or will it change my social or professional status? These questions and their answers catalyze the decision-making process in terms of whether or not to actively engage in the change. 

Great leaders also understand that everyone processes change at different speeds based on a triad of circumstances: timing, message clarity, and involvement/exclusion. If any one leg of the three legs is missing, it can weaken the team’s support for the change and undermine its successful adoption and outcome.

Regardless of whether you are trying to implement change in an organization or being asked to consider a change, start by discussing the questions below. While not an exhaustive list, they set the stage for understanding on both sides. Clear communication reduces anxiety levels and speeds change implementation.   

• Why exactly and precisely is this specific change proposed?
• What is the timetable for the change…to prepare, to test, to execute, and to evaluate successes at key intervals?
• Is the change in conflict with another existing project or an existing but unspoken social/cultural belief?
• How will the change impact specific individuals or an entire team?
• Are there tools/resources available that help individuals engage with or facilitate the change?
• What’s in it for those who do or don’t participate in the process (carrot or stick)?
• What are the measurable benchmarks at key points along the way that indicate successful progress toward the change?
• Will this specific change have an identifiable endpoint?
• What will evidence of a successful change look like to others?

I don’t pretend to be an expert in change management, but I've learned a lot from watching. Some of the least successful attempts (read: total disasters) were based on great ideas that would have succeeded if presented differently. We can learn a lot from failed attempts to implement change, but if a change is important, invest the time and resources up front to help people embrace it rather than trying to defend it after it fails. It will make a smoother process for all involved.