Change
Why do individuals or groups of people often find it difficult to welcome changes in their familiar environments as an opportunity and as a positive stimulus?
our "experience memory"
Our store of personal memories is huge. It helps each and every one of us get through our everyday lives in an energy-saving way. Situational patterns are stored, appropriate action patterns are called up. Resources are kept available for dealing with new problems and new challenges. We strive for efficiency in familiar environments. Changes disrupt this "automatic operation":
We usually don't like to change!
Attitudes and "strategies"
Our individual needs and interests determine and shape our attitude towards a change goal. Our attitude controls our reaction to impulses for change. At the same time, we learn which changes we must accept and which we can reject or influence.
Each and every one of us has his/her own
own “strategy” for dealing with change.
Group strategies
In groups and communities, individual “strategies” retain their effects. They strengthen or weaken cooperation in the respective process. This is yet another reasons why groups need effective coordination and clarification processes to jointly describe the supposed weaknesses in the system.
Common goal setting requires reliable structures for all processes
Limitations
Even highly professional teams are subject to the limitations of their members' attitudes. Everyone strives for themselves and in their own way. In the course of a change process, these circumstances often result in very complex and difficult to control constellations with the potential for strong dynamics.
A human collective can never think or act in a unified manner.
Our potential for action
Individual action will cause "frictional losses" in any collectively implemented change process. However, the extent and effects of these frictional losses can be limited and controlled by the design of the change process. We are given two special fields of action that play a key role in determining the targeted course and outcome of a collectively implemented change:
Adressing content and emotion!
Honest and coherent alignment fuels our people's confidence to act