‘What is most important about any event is not what happens, but what it means.’ (Lee Bolman & Terrence Deal)
Here’s one way to think about human change and transition: change is what happens around us and transition is what happens within us. Imagine, for instance, a change at work – ‘We used to do X and now we’re going to do Y instead.‘ Simple, right? It can be, yes…except when it isn’t. It all depends, at heart, on what that change will mean to a person, team or organisation, and-or what it could mean for others that matter to them too; e.g. colleagues, family, friends, people who use their services.
It can get more complicated still. The same change could mean different things for different people and groups. It could also mean different things for the same person or group e.g. at different times, depending on what else is going on for them. In practice, this means that to support people through transitions, change leaders do well (a) to avoid making assumptions about what a change will mean and (b) to explore, ‘What will this change mean for you?’; then, given that, ‘What will you need?’
I can almost hear some leaders crying out in protest, ‘Don’t be naïve, Nick. Be realistic. People don’t like change. They’re resistant to change.’ Yet, here’s the thing. People will sometimes resist change, even though they agree with it, if they don’t feel heard or understood. Conversely and paradoxically, people will sometimes support change, even if they disagree with it, because they do feel heard and understood. Working with transitions isn’t an optional add-on. It can prove the key to success.
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