But people are not machines. Research has shown that unlike Descartes suggested, emotion does drive behavior and decisions (A. Damasio, A. Bechara, L. Sayegh). This is evident in financial market fluctuations. Markets don't react. People (investors, traders, etc.) react. People make emotional and irrationally decisions. Most of our purchases are biased by our emotions (ask a professional sales person!).
So, when it comes to change, people also react based on emotions. It is part of being a human. Why? There are at least two reasons. First, organizational change often threatens (at least in perception) what people hold dear to them such as their...
- Status in the organization
- Ability to influence others
- Level of contribution
- Routine and habits
- Career progression
- Pay and ability to maintain a life style
- Job security
A second reason is that change requires people to make choices. Should I support this change? How do I cope best? How do I tell so and so? Should I voice my concerns or suck it up? Should I wait it out or leave while I can? These are only some of the decisions facing someone who is undergoing significant change. People consider the facts of course, but in the end, it's what's in their hearts that will drive them to action. And that's personal!
During time of change, it is critically important to understand people and why they react the way they do. For instance, so called "resistance to change" is fundamentally a personal emotional response, not a cognitive reaction. Yet, resistance is often addressed by traditional business communication (one way, fact-based, top down), which most often ignores the root cause of the resistance but is seen as a panacea for organizational change.
So, if you think you should you leave the emotions out of organizational change, think again. Because when it comes to change, it's personal. And ignoring that, doesn't' make it go away. It only gets more personal. Just ask Reed Hastings!
p.s. ok, he did come to his senses, just a bit late.
Photo by Ambro
From Emir Uckan (LinkedIn Group: PEX Network & IQPC - Lean Six Sigma & Process Excellence)
ReplyDeleteYes, you can change the world, and first of all, start point is yourself.
I agree Emir. For instance, once I participated in a lean initiative that was much better accepted and implemented throughout the organization only after the CEO and his staff all participated in basic 5S practices (which they sorely needed).
ReplyDeleteWhen employees see that their change leaders also make it personal and feel like they have to change themselves, then they feel they are all on the same boat and can start rowing in the same direction.