positively effected, there are other times that did not smile on us so graciously. It is these latter times, and more specifically the feelings associated with the negative effects of change that has created an entire cottage industry oriented around managing change.

   The essence of why change can create such disruption in an organization is its’ association with “the unknown”. It is the unknown that can generate feelings of fear, stress, anxiety and miscommunication. Ultimately, these symptoms experienced by an employee can result in mistrust of management, loss of production, loss of profits and eventually loss of jobs.

   Except for a small segment of our population, the unknown is not a condition in which we welcome. The unknown includes such issues as “how it will affect me?”, “what will it require of me?”, “will there be a benefit to me or can I expect to be negatively impacted…again?” and, of course, “what is it I’m not being told?”.

   Each of these feelings can generate fear. The fear is generally a private and closely held fear which lurks around the corner and goes home with us in the evenings. This fear also raises the questions, “is my job on the line?” “what will happen if I loose my job?” “will my compensation be effected?” “will I be asked to change responsibilities? “my hours?”, " will I be required to relocate?”

   Therefore, in the absence of knowledge, our imagination begins to take over our common sense, and, for most of us, our imagination is far more effective at coming up with reasons for fear to exist.

   There is a believe that to cope with change, an organization must complete some form of intense long-term program. The reality, however, is that there are very simple processes that can be used to successfully support change. It begins with recognizing that change causes discomfort and concludes with addressing these causes. Oversimplified? Not really, learning to address change is not as difficult as many would have you believe.

   As to organizational change, the premise is that a company will do what it must to survive and thrive; this by nature will require occasional change in the way an organization operates. The organization’s responsibility should be to assist the employee by providing strong leadership, clear direction, and the coaching assistance to become more self managing as an employee.

   Employees should commit to taking initiative to support the goals of the company. In the process of supporting the company’s goals, the employee becomes more valuable to the organization. The personal initiative required to support the company’s goals can also lead the employee to become more self-sufficient thus allowing the employee to thrive both professionally and personally.

   The long term benefit is apparent, the results are a highly motivated and productive environment.

As an organization:

Participate. We should strive to involve the participants in change efforts. Engage the employee in discussions intended to highlight which issues are of greatest concern and then direct responses intended to alleviate these specific concerns. Do not try second guessing what may/may not concern the employees.

Anticipate change. Change will continue in the foreseeable future as that is the nature of the world in which we reside. Therefore, provide the tools and inspiration to the employees to become success-oriented in the midst of continually changing environments. The tools are intended to assist the employee in experiencing more control and involved in the changes around them. These tools may be a combination of process tools, software tools, and organizational tools.

  As employees experience greater control, reciprocally they experience less anxiety, nervousness and concern associated with changing environments.

Hold people accountable. Create a more highly accountable employee workforce in which employees are compelled to assume responsibility for personal and organizational success and thus control in their environment. As employees begin exhibiting greater personal accountability, the employee begins to experience change as a participant and less a victim.

As individuals:
   We must learn to accept that we cannot control all events that will occur around us or to us. If an individual works for organization, it is important to accept that there will always be decisions made about us and for us that will affect our careers and our personal lives. We must find some level of comfort with this. Additionally, we must realize that the energy created by change, which generally manifests itself into such feelings as fear and anxiety, is actually a neutral energy. In other words, it is how we choose to view change that will determine whether the change creates sleepless nights or the motivation to become more engaged and involved in creating desirable outcomes. Change should not be feared. If we are to fear change, than we are to fear opportunity and any positive benefits that change can bring.

   In summary, we must personally “take charge”. Create a purpose, begin making decisions, quit complaining, create a “futures” plan, conserve resources (financial and emotional), take charge and be positive. It is with the experiences of managing through change that allows an individual to choose whether or not he/she feels in control of the situation and determine their own level of success. Jump in, be committed, take accountability, thrive and reap the rewards.