2017 07 11 13 59 17

Why is Change Hard?

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Why is Change Hard?

I was asked recently to answer the question: Why is Change HARD? in 500 words or less.

I thought this is the million dollar question but after noodling on this for a bit my response was this:

The cave you fear to enter holds the treasure that you seek – Joseph Campbell

Change is a transformative journey. Joseph Campbell defined it as, the hero’s journey.In his work he differentiates the stages of transformational change.   A likeable hero leaves his known world for the unknown. Often, he refuses the call before leaving his “safe” harbor. On his journey he encounters roadblocks, meets a mentor, and acquires new tools to overcome challenges. He returns a champion of his cause, ready to right wrongs, and bring balance back to the world. The hero now embodies new wisdom, wisdom that could not have been gained without struggle.

When a change impacts the inner-neurological levels (purpose, identity, values, beliefs) of an organization or person, there is a feeling of shock, confusion, and disorientation. Core transformation shakes our foundation and threatens the patterns that construct our definition of “Self.” Strategically calibrating organizations and systems into a well defined set of core values and principles, provides a filter that will act as an internal compass to anchor and navigate through both upside and downside change.

Change itself is not hard. We make change hard when we judge our experience, compare our response to another’s, resist what is, deny our reactions, or expect ourselves not to grieve. The meaning, or language that we attach to the change, is what creates the experience of “hard” or “suffering”.

Change feels hard when we hold onto unexplored and often unconscious past experiences, which bring old ways of operating into a new paradigm. The “hard,” is in not “letting go”.

Tactical change that impacts our process, capabilities, behavior or environment is hard when there is a lack of commitment, support, training, understanding, or motivation. Navigating tactical change requires inquiry into what is systemically being rewarded and reinforced? What sparks internal drive? What is at stake? What is there to be gained? This process can be influenced by language; participation and framing up a “sticky” transformational story that will help individuals identify themselves in the journey and embody change.

Most people are not well equipped to navigate loss. We have no real training, conversation, or emotional resilience developed for managing discord, ambiguity, or death. Every change is the ending of something, and the beginning of something new. Between the end and the beginning is a pause. Kurt Lewin called this the unfreeze, change, refreeze process. Culturally we are not taught how to honor the richness of the pause.

Our understanding of our world is built through contrast: we know what something isbecause of what something is not. We see foreground, because of background. We know reward through sacrifice, fulfillment from need, and permanence through impermanence. We are hardwired for contrast. It is the tension caused by contrast that propels us forward, like a sailboat tacking in the wind. Our task is to redefine success to include leading, change, and developing agility – this is the mission of mastery.
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