WHY YOU AND I DON’T LIKE CHaNGe

By Serrainne Nyamori

Change by its very nature carries assumptions, values and beliefs which eventually determine

whether an individual will accept or reject the process. An individual’s culture needs to be

rejuvenated and constantly revised in order to thrive in today’s difficult and increasingly

competitive environment. This transformation takes time, effort and commitment.

In an interesting twist, the human brain adapts to three basic types of change. To strengthen

current behaviours; to modify existing behaviour patterns; and to accommodate completely

new behaviours. We will focus on accommodating completely new behaviours.

Let us assume you were urgently needed to learn a new skill. Unless you are a modern day

genius, the first thing on your mind would be ‘How long will it take me to gain mastery?’,

‘What if I fail?’

Automatically your mind launches into personal and social anxiety and the quick – fix solution

to this would be to ‘flee’ from the situation by either declining the offer or finding excuses as to

why you cannot do it. This however, becomes a real problem, a costly one at that.

Reasons why we resist change

There are several reasons why we would resist change. I have highlighted the following:

We get too comfortable with the current situation.

Fear of the Unknown

Normal routine is disrupted

The change wasn’t ‘MY’ idea to start with

Fear of failure

The purpose of change is unclear

Fear that you will lose something of value because of the change

The rewards of the change don’t match the effort required

Change requires additional commitment

Set traditions and habits of the past

The most dangerous phrase in the language of change is ‘I’ve always done it this way’. Sadly,

this seems to always be a default state for most of us especially when faced with situations

where we need to change. Well, in the same breath while we are busy struggling to maintain

the status quo, let us be reminded that a comfort zone is a beautiful place but nothing ever

grows there.

Now, we know that change really needs to happen, but we don’t know how to go about

delivering it.

• Where do you start?

• Whom do you involve?

• How do you see it through to the end?

With inferences from Lewin’s, Mckinsey and Kotter’s Change Models, I will attempt to break

down how we (you and I) can successfully go through the process of change.

For change to happen, you must first create an internal sense of urgency around the

need for change. This will help you spark the initial motivation to get things moving.

Start by carrying out an honest discussion with yourself and examine any current or

future opportunities that could be exploited. Once you have done that, indentify

potential threats and develop scenarios of what could happen in the future. You can

also request support from trusted friends and family who can help strengthen your

resolve

Remember, managing the change process is not enough; you have to lead it, especially

if there are other people involved in the transition like a spouse, children or parents.

Work to convince them that the change is necessary and look towards attaining

emotional commitment from them.

To lead the change, you need a clear vision that people can grasp easily. A clear vision

will help the people around you understand why you are asking them to do something.

Determine what is really central to the change and review/practice your ‘vision speech’

as often as you can. Once they see for themselves what you are trying to do, then

everything will begin to make sense, even to you.

What you do with your vision after you create it determines how successful your efforts

will be. Communicate it frequently. Let your vision be embedded in everything that you

do, apply it to all aspects of your life and walk the talk

Naturally, every vision is bound to face obstacles. These could be people around you.

Learn to recognize these obstacles and take action quickly to win them over to your side

or simply remove them from your scheme of things. Doing this will help the change

process move forward.

Continue to justify your vision and need for change by thoroughly analysing your pros

and cons. Avoid critics and negative thinkers who may hurt your progress. Celebrate

any milestones achieved. Create quick wins. Nothing motivates more than success.

Real change runs deep! Many change attempts fail because victory is declared too early.

Build on the change. After every win, analyse what went right and what needs

improving. Re- set your goals and continue building on the momentum you have

achieved. Do not tire; practice the act of continuous improvement – KAIZEN. (KAI –

change, ZEN – for better)

Finally, make the change stick. Do this by making deliberate effort to show the values

behind your vision in your day to day life. Talk about the progress you are making and

share your success stories. Most importantly, build a culture around the change; this

will help ensure that your efforts are not lost of forgotten.

In conclusion, focussing entirely on the change process including awareness and

preparedness makes the transition easier. Dealing with change, and not avoiding it, will

help you perform well in a new environment.

Serrainne Nyamori

snyamori@sustainability-africa.com

The writer is the Founder and Lead consultant for Sustainability Africa, a Management

Consulting and CSR Strategy firm based in Nairobi, Kenya. For more of our services please

visit us at www.sustainability-africa.com or Email info@sustainability-africa.com