When there is a whiff of change in an organization, one begins to see some very interesting behaviors. Perhaps not terribly healthy, but interesting none the less.
When our ancestors faced something unexpected – it was most likely a true threat to survival – perhaps a wild animal thinking we might be a pretty tasty morsel! In those situations, either fighting or fleeing equated to survival. Brain researchers tell us that those reactions are hard wired into us – a result of our primitive, reptilian brain.
As such – humans have the tendency to engage in fight or flight behavior. In an organization, change (and the perceived threat) often results in resistance (fight) or avoidance (flight). Anyone with any amount of time in an organization know the behaviors, which include, but are not limited to: the dragging of feet, the avoiding accountability, the nodding in agreement but doing things the old way, and the 1000 subtle ways that change becomes undone.
Changing our view of change from a “danger” (which evokes the fight/flight response) to an opportunity provides a viable third option. Reframing the change in this way evokes a host of healthier ways to navigate change, including:
- Creating a willingness to explore the change and its implications
- Opening us up to the possibilities that might come from the change
- Considering ways in which we might participate, and even benefit from the change
- Enabling us to plan our response to the change
You’ll know the next time the fight or flight response is upon you – based on the emotional surge you experience. When that happens, pause and ask yourself if there is a third way to approach this situation.
