Challenges of Change: When focusing on a dual becomes a duel.

(Hint: The solution is curiosity...but it is going to take us a minute to get there. So hang with me.)

"Dual" is something that contains 2 parts. When change happens, most people choose one of two responses: They either 1) adopt quickly, or 2) resist immediately. That is dualism at is best. Two opposing parts.

A "duel" is a primitive form of conflict resolution. Two parties face off. Rules of engagement apply. They fight for victory. That is duel-ism.

(A confusing play on words, yes. But wait, there's more!)

One of the challenges of change is that dualism can become duel-istic. In short, the early adopters are impatient with the resistors, and the resistors resent the early adopters.

And because most of us are programmed to choose one side or the other (and to do it quickly) I see this happen frequently in either subtle or overt ways.

Then I hear this from leaders and managers: "Why is change so hard for people?"

Because we have created a dual duel. That's why.

Enter...the solution: Train people to be CURIOUS!

When we enter dualistic thinking (one way or the other) we enter a judgement continuum. We judge the new thing as good or bad, right or wrong. We make it an absolute.

But if we approach the new thing with curiosity, we transcend the judgement continuum. Curiosity is what allows us to absorb, learn, grow, and change. Whereas judgement stagnates that growth potential.

Curiosity helps us assess, question, and enter a learning conversation. It also helps us relieve our anxiety when we feel uncertain. (Try it...you'll see.)

Resistance will outdate you quicker than anything, because you'll still be using Windows 95, resisting Windows 98.

Blind adoption can move you to poor decisions causing all kinds of problems.

Curiosity opens you up to uncommitted insight.

Curiosity: Why is this change happening? What is the current context of our environment that requires this? How is this going to affect other people involved? Is there a way I can leverage this change to my benefit, or for the benefit of others? What is the best way to get through this as a team where we can minimize anxiety and sustain efficiency? What else might need to change because of this?

There is always a time to make a decision. You can always re-enter the judgement continuum. But if you do so after being curious, you will be infinitely more insightful, likely less anxious, and substantially more prepared to lead profoundly.

Go. Be. Profound.

G

(Special thanks to my good friend, Randy, who has been diligently studying my book. I woke to an early morning text from him today about the section on curiosity. Pages 82-87.)