In many o
f my recent presentations, I have been talking about how hard it is to change—especially when it comes to those adaptive challenges that call for us to change our attitudes and behaviors. Adriano Pianesi at Leadersh1p.com had a good blog on this very topic this week. Here are excerpts below.
Why is change so hard? Why does reading a book, taking a class or making “new year resolutions” have no power to make us better at – say – dealing with conflict or at supervising? Why, despite our effort, don’t we get very far?
What gets in the way in these situations is a mechanism called “immunity to change” and with it, pushing further will make no difference.
In fact, when change is “adaptive,” if we try to break free of old patterns or habits and create shifts that matter, we can succeed only if we understand fully the beliefs/assumptions competing against our good intentions.
Adriano gives an example:
“John” is committed to becoming a better boss by delegating more, but his staff keep complaining… the issue might not be a matter of skills, so more training won’t do…
What would John fear if he were to – all of a sudden – start delegating? He might confess his worry of becoming less respected at work. Then “Be respected at work” is actively competing with John’s commitment to delegate more.
Like the driver of a car who holds a foot on the brake (be respected) and one on the accelerator (delegating): the car won’t move.
Succeeding with “adaptive change” requires an understanding of the assumptions holding you or your team in place. Only after becoming aware of those assumptions can you “unlearn” them and unleash the potential for new beginnings.
What can you – and John – accomplish if you were to finally take your foot off the brake?
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