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Thoughts on Change

Change management - Management

 

Change is the one constant we can depend upon… Whether we want to or not! The workplace used to be the one place where systems, structure, culture, rules did not change often or almost never. It was the one place we could hide from the “real world”… Our personal lives. We were used to change outside of work and used the workplace as a respite. Until new generations with new ideas, new technology requiring new skills, new systems that necessitated new approaches. The constant was the control we had and still have on how we dealt with or deal with new changes!

A constant in every situation or circumstance is that with time it will be different… It will change… Like it or not! We are not the exact people we were yesterday, nor who we were 2 years ago or who we will be in 1 year…change happens with or without our permission. The reality presents both an opportunity and a challenge at the same time. Most frequently, people will readily agree that change is a good thing, as long as it is happening to someone else! It is when the individual must change that a threat on some level may surface. Response to change is fully in the hands of each individual. Therefore, it is important to understand the different possible reactions to change. The guarantee is that if we choose not to change, our decision will not stop the changing from happening, we will not be included.

As Will Rogers said, “When you’re through changing, you’re through”. Change continues with or without your participation and/or permission. Many times people avoid change without even knowing what the change entails. The mere fact that “it is different” is enough of a reason to reject the idea, suggestion or plan. Change may be viewed as an “opportunity or a threat” and each response carries a variety of attitudes and behaviors. Professionals who understand their personal posture towards change are often in stronger positions to quickly evaluate situations and adjust accordingly.

written by Alberta Lloyd

 

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