Change Solutions – Resilience Works
by Colleen Gray

"We live and work in a time when we are challenged to question everything we know. Our traditional way of leading, managing, teaching, learning, and our traditional interpretations and ways of acting are insufficient to address the concerns we now face – as individuals, as organizations. Change has made our habitual practices obsolete...” (Julio Olalla)

Today’s organisational environment produces ongoing change which many people are unprepared for. When change occurs people are often shaken out of their comfort zone, and experience the emotions of uncertainty, fear, trepidation and even resentment. These key stressors occur commonly when people perceive they aren’t well informed are uncertain about the impact of the changes, their future and their ability to cope.

Change is often introduced because ‘the old ways aren’t working’ or we need to ‘to work smarter and harder’, ‘update our systems’ or ‘improve things around here’. Though valid, these reasons are easily personalised negatively by jittery staff, who are accustomed to and even comfortable with the way things were. Let’s face it; most of us find it easier to keep doing what we know rather than doing something different. When people insist, our natural inclination is to resist.

Insecure emotions run rampant in changing contexts. If people perceive they are not valued and acknowledged a mood of distrust and fear soon emerges. Their efforts to embrace and incorporate the changes are easily negated by their withdrawal into the self protective emotions of denial, resistance and anxiety.

I have shared similar experiences with many clients who have sought assistance to help them cope with the stress of workplace changes. Usually they come with the complaint of how unfair and unjust the situation is, and how unimportant they feel in the process. They want to have their voices listened to and have some influence over what happens. They often feel overwhelmed and fear they won’t have the skills and knowledge required or will be judged incompetent or lacking in some way.

“What about me, don’t I matter? I want to count too”, they say.

When people experience the stuckness of resentment, they become blind and resistant to future possibilities, opportunities and the actions they can take. Some become resigned to their own powerlessness and the belief that nothing they do will make a difference.

It is easy to become stuck in resistance and resentment. What is needed is a different way of viewing the situation.

The solution oriented approach to organisational change is a proven, simple and effective way of having the strategic conversations that are needed to make a difference when staff are resistant to change, the situation has become stuck, and there is a genuine desire to harness the skills and input of people.

A solution conversation clarifies people’s concerns and ideas about what is happening and what may be missing for them to move on. It is a quicker and more direct way to identify the actions that are required. We don’t need to know everything that is wrong; we just need to know what people need to move on and where they want to go.

We can’t rely on organisations and management to provide comfortable and supported change processes. The reality is that these changes are often implemented by managers who don’t possess the required communication and interpersonal skills needed to facilitate effective change processes and build confident staff relationships.

There may not be a rescuer out there. To survive the throes of modern organisational life, people are more likely to survive when they are personally responsibility for their outcomes, learn to ‘toughen their skin’, and find ways to manage their reactions in more useful ways.

Resiliency is an emotional resource state which moves people from the emotional states of anxiety, worry and suspicion to more helpful emotions of curiosity, steadfastness, courage, boldness and even confidence.

Consider a client Susan, who sought assistance to help her cope with workplace changes. She reported that her work situation was like a big black hole from which she couldn’t escape. Changes were happening in the workplace and she was frightened about what that meant for her.

She identified her main concern as ‘‘being overwhelmed”. What was missing for her to cope with this situation was the ability to adapt more confidently and “survive without being a victim”. She wanted to be tough and resilient, so that she didn’t feel so intimidated and was more in charge of her.

It was a delightful experience to notice how focussing on what she wanted and what she had already done to survive this far, allowed her to consider her situation more peacefully. She got in touch with the strengths and resources she possessed, and gradually appreciated that this was just another change in her life.

In a few sessions the ‘overwhelming’ was broken down into smaller pieces, and as she recounted how she had handled many changes previously, she realised that she would cope again, once she worked out how to. Getting a plan in place was the work she wanted to do. Her resiliency became evident as she took charge and slowly identified the steps to take. It was a relief to know that her reactions were normal, and that they were a part of her learning to cope.

Resiliency is a state of having confidence in one’s human capabilities to learn and grow through adversity and stress. Being vulnerable in the face of challenges is a normal consequence of facing life stressors. Rather than resisting and maintaining a restricted view of possibilities, resiliency supports one’s ability to take responsibility for and make meaning of the situation.

Is there such a thing as resiliency learning? Yes there is. Can resiliency be cultivated? Yes it can!

When people face the demons of change and emotionally prepare themselves to accept their responsibility, and become curious about what they can do differently, they begin the small steps of moving on. From there on it is about taking the time they need, and identifying what the supports that will make it an easier process are.

These reflective steps are a beginning for developing some awareness about what is happening and identifying useful strategies for maintaining personal resiliency are:

1. Identify what personal strengths, qualities and resources you possess.
2. Ask yourself what is your ‘key concern’ in this situation and what is missing?
3. Reflect on the past changes and how you have demonstrated resiliency and coped with situations.
4. What is the miracle picture of what the situation would look when you use some of those skills to negotiate these changes more easily and successfully?
5. What are the lessons from the past that you don’t want to repeat?
6. Review what is working, and how you achieved it.
7. Take the time, take steps as small as you need to take, and find out what supports you need along the way, and ask for them.

Colleen Gray is the founder of Ways Forward and the training institute the Centre of Effective Therapy Cairns, which is based in Cairns. Colleen is a powerful teacher of solution oriented approaches in counselling and Ericksonian approaches in hypnotherapy. She is passionate about using solution approaches to make a difference to people’s lives, and improving organisational environments. She is best known for her down to earth manner and genuine and refreshing approaches which support people to find solutions, new thinking and ways of taking action.