Change Your Approach to Change
Why are changes in the workplace and our personal lives so difficult? Do you find yourself wondering why you set goals and then do precisely the opposite behavior?
How can we work more effectively with ourselves and others when someone has the skill, opportunity, and motivation to change but continues to revert to their old behavior?
Perhaps you’ve asked yourself these questions over and again? It’s not because you’re lazy, stubborn, or resistant to change. We each have a brilliant but often hidden system of self-protection that undermines our goals and desires. This powerful system may have been with us for our entire lives. You may know this as a belief system or competing commitments.
Emotions and thoughts activate this underlying system of beliefs – and those emotions and thoughts create our behavior. The challenge is that this underlying system is invisible and influences our behavior outside of our awareness.
As children, we absorb our beliefs from the world around us. We’re like sponges, taking these beliefs in as if they’re truths. We get them from our parents, teachers, people we admire, emotionally charged events, repetitive experiences, and culture and traditions. We add to this belief system through our positive and negative experiences and make meaning of those experiences. These beliefs may warn us about protecting ourselves in certain situations and begin to form the basis for our personality and our lenses to interpret the world around us.
Have you ever done something and then asked yourself, “why did I do that?” Perhaps even in frustration or disappointment at your actions. Our unconscious beliefs create our reality and inform our point of view, which then determines our actions.
While our belief system is dynamic, rarely do we take the time to review it, let alone revise it.
When we want to change, we often apply the New Year’s resolution approach: We set a goal, we use willpower to move towards the goal. How practical is this approach in the long run? In a 2007 study, 3000 people were tracked while attempting to achieve a range of resolutions, including losing weight, visiting the gym, quitting smoking, and drinking less. At the start of the study, 52% of participants were confident of success. One year later, only 12% achieved their goal. Even in organizations, we often take the “New Year’s resolution” approach to setting goals for the business and individual performance.
We cannot simply “flip a switch” on our belief system because there are underlying issues at work. It’s like adding new apps to an outdated computer that doesn’t have the computing language to run the new programs.
According to Harvard’s Robert Kegan and Lisa Lahey, when someone attempts to change a well-functioning system, the emotional immune system springs into action to keep the person in their comfort zone and prevent stress, worry, anxiety, and anxiety other emotional discomforts. Instead of perceiving that we are out of our comfort zone in the face of change, we may feel undisciplined or unmotivated and avoid or procrastinate.
Without understanding the root of what we’re avoiding, we are unlikely to address the real reason that change does not occur. The kind of change we need is adaptive. But all too often, we apply technical solutions to adaptive problems. When we use adaptive solutions to adaptive problems, we are finally able to create sustainable outcomes.
We need a new approach to CHANGE…
- We hear quite a bit about learning to see our problems or challenges as “opportunities” in the workplace. My question is, “an opportunity to what end?” and how can we do the adaptive work that is necessary?
- I’m not a fan of the “fake it ’til you make it” mindset. From my perspective, this mindset exacerbates any existing misalignment between our inner and outer worlds and adds to a lack of authenticity others may experience in our interactions. We need change that works from the inside out.
- In our western culture, being “on our own” is often prized. Self-reliance, however, can lead to a lack of mirroring, honest feedback, and support. To create sustainable, adaptive change, we must learn to lean into support, hear the feedback from multiple perspectives, make meaning of it, and create a self-supporting change structure in our lives.
- Let’s go back to the computer metaphor for a moment. Have you ever tried to load new apps onto an old operating system? Most likely, the latest apps won’t run because the operating system can no longer handle them. For adaptive change to occur, we need to change all three elements of our operating system – our head, heart, and gut (or intuition).
- Stepping outside of our comfort zone is a requirement for an adaptive change to occur. We can do this gradually and thoughtfully by designing experiments that will test our assumptions, integrate the learnings, and then be choiceful about new pathways that open.
- Fear is a natural reaction to moving closer to the truth about ourselves, and it can also be a potential interference with our ability to manifest change. When we gain more objectivity and perspective, we can learn to work with and calm our fear-driven limbic system.
About Terri Altschul
Terri Altschul is an ICF Professional Certified Coach and the Founder of WomenConnected.net. She is devoted to guiding others to their inner knowing through depth coaching, visual journaling, mindfulness, and lots of love & bravery. Learn how Women Connected programs can support your journey here.