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Before diving in, let's take a look at the statistics around adapting to change.
Personally and professionally, change is one of the most flummoxing -- and also one of the best -- things we encounter in our lives. It can be terrifying in the moment (think of a new job, the end of a relationship, or a friend/pet passing away), but also spur you to new heights.
Some of the biggest, baddest tech companies out there these days were born of the 2007-2008 recession. In the USA during COVID, more new business applications were filed than at any time since early 2004.
Ah, yes: COVID. That’s been a huge force in the lives of millions (billions?) across 2020, and made adapting to change a much bigger topic. Companies pivoted their entire working process in less than two weeks back in March, and many plan to continue that until mid-2021, if not later.
Day-to-day contexts around commuting, childcare, source of income, and dozens of other factors changed drastically. There’s virtually no one on the planet who didn’t feel some context around adapting to change in the last eight months.
Personally adapting to change is different than organizationally adapting to change, as some of the statistics above bear out. We’re going to address each one, then come back to some of Fingerprint for Success’ ideas about change as well.
Nick Tasler, a keynote speaker, wrote an article in Harvard Business Review in 2017 about adapting to change personally and professionally. This part stands out:
Change is hard in the same way that it’s hard to finish a marathon. Yes, it requires significant effort. But the fact that it requires effort doesn’t negate the fact that most people who commit to a change initiative will eventually succeed. This point has gone largely unnoticed by an entire generation of experts and laypeople alike. I am just as guilty of this omission as everyone else. But now that we know the truth, don’t we have a duty to act on it? Isn’t it time to change the way we talk about change?
In other words, we confuse the fact that change requires effort with the myth that success is unlikely. While preparing for a marathon requires effort, many people who set out to run a marathon still end up doing it. While getting a new job requires effort, and can feel like it takes forever as it’s happening, most people do end up with new jobs. A high amount of effort, as is required for change or anything worthwhile, does not mean success is unlikely.
In that way, you can personally adapt to change by stopping with the assumption that change is hard. Change is simply an inevitable part of your life. It helps to have cornerstone beliefs and cornerstone friends and family members to ground you during periods of especially-drastic change, but one of the major strategies for adapting to change personally is simply realizing that you can’t avoid it, and understanding that you will get through it.
Consider: the majority of people who get divorced go on to marry again, and often in under four years. If you’ve experienced divorce, you know it feels like everything is over in the moment. But most people go on and change their lives.
This is much more complicated, because it involves multiple people -- sometimes multiple thousands of people -- having to change simultaneously.
You may have seen this graphic at some point in your career:
It’s a succinct breakdown of what needs to happen for change management to work organizationally. In short:
If you strip out any one of the five, you create the corresponding problems above. No vision? Confusion at the execution level. A team without the right skills? Anxiety. So on and so forth.
Wharton (UPenn) had some research in 2016 about “network revolutions” in the context of adapting to change. They viewed all companies as falling into one of four buckets:
Exxon or Boeing might be an “asset-builder,” whereas some of the tech unicorns we discuss might be “network orchestrators.”
If you look at various returns from the four types of companies, a pattern emerges:
And even when executives can see these results and the need to adapt and change into a “network”-style company, they are still not sure exactly what to do. As Wharton explains:
When we share this research with executives and board members, most intuitively understand the implications for their organizations. The common refrain, however, is: “How can my team and I make use of this information and become a networked organization using today’s digital platforms, since our organization didn’t start out as a network?”
Even when the data is right in front of you, the process of adapting to change organizationally is incredibly challenging and very few even know where to start.
What’s the best approach, then?
Using 20+ years of experience, research, modeling it with clients, and adding to it based on observations and data, we’ve identified three key factors that influence a person’s individual process for adapting to change.
Feeling comfortable adapting to change stems from these three primary motivations:
Every organization consists of all different types of individuals with different motivations behind their work and personality.
Those with a status quo bias (“Sameness” above) value routine, consistency and stability over disruptive idealism and constant change. They’re happy to assimilate new information with what they already know to make future plans.
People with a high preference for sameness are not the best-suited for constant, rapid change as they can find it very distressing…but they can be successful change agents within an organization if provided the right context for what and why change is necessary.
Those preferring incremental change are somewhat similar. They like taking something that exists and innovating with it, rather than making sweeping, radical changes or creating entirely new ideas all the time.
Individuals who prefer small gradual changes can embrace adapting to change, but they see it as a process that plays out over time -- they’re not expecting a full business model or tech stack pivot within three months. It needs to be gradual, contextual, and logical.
Pioneers, on the other hand, like approaching problems from scratch or figuring out new pathways to a solution. Disrupting the status quo is as attractive as creating an entirely new one.
These are who we often frame up when we think of conventional “innovation.” They make big bets and sometimes win, but it can be viewed internally as “change for the sake of change” or a highly-unpredictable environment. These folks are going to be the most comfortable people on your team when adapting to change, especially if the changes are quick and align with their other motivational traits.
You need to understand the composition of your team so that you understand where “latitudes of acceptance” lie. Essentially, that means how far an employee can be pulled towards a different approach to change -- can a pioneer decrease his/her intensity on some projects, or can someone with a status quo bias ramp up their intensity for the good of a project?
Understanding how your people prefer adapting to change gives you insight into strategies and approaches for managing that change.
Now, as all things in 2020, we must return to COVID for a second. COVID is seen as a force of change, but really what it did was accelerated trends that were already emerging, be those in shopping, China’s economy, virtual reality, work from home (and corresponding anxiety), and more. Regardless of what you do or how your company has specifically dealt with COVID, this is a massive period of adapting to change -- and, vaccine or not, 2021 will be as well.
The best approach individually and organizationally is to understand your particular relationship with change:
If you have an understanding of your specific context for change (and tolerance for it), you can become better at adapting to change. The same works organizationally. Know your people and know their change appetites, and the process of change management becomes easier for all involved.
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