What You Need to Know About Yourself to Help You With (Workplace) Change

The wind of change, whatever it is, blows most freely through an open mind. — Katharine Whitehorn

I’ve been told more than once, that I’m not the best role model concerning change. (To be candid, I agree with the characterization.) I balk at the mere whiff of a change — holding on to hope that it won’t ever come to pass.

Then adjusting my course will not be necessary.

Honestly, this can become a problem.

As you may have read in this post, I’ve struggled with even the smallest of changes, muddling along until the “new normal” finally appears. Until that moment, I feel somewhat annoyed and completely out of sync. For better or worse, my “go to” reaction is to keep my world frozen, until I can carefully consider every aspect of the situation. Unfortunately, holding time at bay usually isn’t often an option. (This also irks me. Why can’t things go at my pace?)

Regardless, I firmly acknowledge the value of flexing our workplace “change muscles”. However, knowing ourselves is likely the very first place to look when building this skill set. I believe that we all have a leading predisposition when faced with change at work (and life in general)  — representing both our collected experiences and temperament. Of course, this influences our leading strategy when reacting to change, as well.

That’s where things get tricky. (If you manage others, just reflect on what this means for your team.) We need to come to an understanding of our own tendencies and recognize how this might affect our response.

This realization, is a crucial step.

As a consultant who advocates for change for a living — here are a few of the predispositions I’ve observed over the years:

• Piners or Grievers. These individuals often lament the coming of change, even when it is inevitable or completely necessary. They may grieve for the roles, policies, procedures and co-workers of days gone by. They do move on eventually — but often with decreased fulfillment, satisfaction and a good measure of sadness.
• Researchers. An unbridled penchant to gather information is the leading response for this group — as looking at the issue from all angles often helps them move on. Unfortunately, a leading by-product of this view is “analysis paralysis”. Another issue: time may not be a negotiable. (This would be where I fall, although I do pine at the start.)
• Supporters or Embracers. These individuals are generally open to change and feel excited to contemplate the future. They may not be a primary driver of change, yet are happy to see the possibilities, are optimistic — and help things move forward.
• Alarmists. For these individuals an impending change triggers intense feelings of urgency. This could lead to premature or risky career behaviors, that could negatively affect them longer-term. (Such as quitting on a whim, etc.)
• Dreamers. This group always manages to see the best in the current situation, even when there is overwhelming evidence to move on and accept a change. (I would add there is a very mild level of complacency operating). Because of this perspective, they might miss opportunities to properly plan a place for themselves in the new “order” of things.
• Observers. Usually quiet and calm, these individuals take a solid “wait and see” approach. They rarely panic — and prefer to watch things unfold organically. They might superficially support the change, but may eventually exit if the change eventually is perceived as untenable.
• Aggressors or Terminators. These individuals feel anger when they are faced with an unexpected change. They may become a strong “naysayer”, vehemently opposing a change and could exhibit negative behaviors without reflection.

After I drafted these, I searched for other frameworks that capture how we process change. I happened upon the Kubler-Ross Change Curve, which applies the seminal model of Elisabeth Kubler-Ross concerning grief, to change efforts within organizations. (This theory states that we all move through specified phases when dealing with change, rather than identifying a leading emotion that we deal with over time.) I thought it wise to mention it here.

Where do you fall? Have I missed your leading orientation toward change? Share your style in comments.

Dr. Marla Gottschalk is an Industrial & Organizational Psychologist. She is a Consulting Psychologist at Allied Talent. A charter member of the LinkedIn Influencer Program, her posts on workplace topics have appeared at The Huffington Post, US News & World Report and The World Economic Forum