Navigating through Change (part 2)

Credit: Thomas Abbs

In my last blog post I shared a number of responses and reactions to change that are less than effective and that keep us ‘below the line’ when dealing with change: those of the ‘victim’, ‘critic’ and ‘bystander’.

This month I want to explore the characteristics of the ‘navigator’ of change: the person who navigates change effectively and positively, who works with and embraces change, and who encourages others to look at change in more positive ways. In other words, the person who approaches change ‘above the line’.

Before I go on, it’s important to note that we all react positively and negatively to change in different circumstances. Most of us have experienced being the ‘navigator’ in one change and a ‘victim’, ‘critic’ or ‘bystander’ in another.

Similarly, a change that is accepted readily by one person can be resisted just as easily by someone else. This happens even with simple things: a favourite restaurant changes its menu; someone rearranges your living area without checking with you first; you have to alter the way you get to work because of roadworks or a change to the train timetable.

When we are a ‘navigator’ of change we bring an emotionally healthy perspective to the situation and have a genuine sense of optimism around the change – seeing the opportunities and possibilities rather than just the risks.

We also keep other people in mind as we come to understand what is happening. We consider their responses and reactions and we think of ways to support them in remaining positive through the change.

This doesn’t mean that we completely ignore anything that might be of concern. Navigators manage those aspects by ‘checking in’ with questions around the change such as “How will we know that the change has been successful?” or “What resources do we need to ensure that the change can actually happen?”

Interestingly, not receiving answers to these questions – or receiving answers that are not what we expect, particularly when it comes to resourcing – can send a navigator ‘below the line’ and into ‘victim’ or ‘critic’ mode. It’s important to recognise and acknowledge these reactions and then look for ways to come back ‘above the line’ and deal with them.

One technique I have found to be of real value when this happens is to acknowledge how I am feeling and what my internal responses are and to decide which of the categories, i.e. victim, critic or bystander, I am best ‘representing’.

With that understanding, the next step is to accept that I am going to be ineffective in the change if I remain in that mode. I often find that it is valuable to talk with someone about these feelings and responses. By bringing my behaviours into the light, I can recognise how pointless they are and how destructive they could be.

Given that, taking action to get myself ‘above the line’ becomes the only way forward. As a result, I am able to very consciously choose the qualities I want to demonstrate as a ‘navigator’, creating intent for how I want to be.

As we maintain our role as a ‘navigator’, not only does our level of emotional health increase but also our openness and sense of optimism (two significant contributors to resilience). These can make us well placed to assist others in being navigators of change, helping them to avoid falling into ‘below the line’ responses and reactions.