Change. Leaders predict and manage it; mobilize and lead it. Followers demand and deny it.
The current clamor for change is influenced by a view of reality that the world is in a state of deterioration, disruption, and decline. Supporters of this view point to shrinking resources, increased poverty, violent conflict, and divisive rhetoric as a rationale.
Others perceive the current world condition as being in an historic period of transition, a process of tremendous growth and transformation, and a time during which many innovative creative opportunities exist for forming a new and different future.
Which of these views is true? If perception is reality perhaps it is both.
When we conduct leadership training workshops we increase participants’ consciousness of perception - that of the participant and those of others. They learn that even when they are dealing with the same set of facts or experiencing the same situation they automatically default to certain unconscious assumptions. In a split second they move to conclusions and positions that substantiate what they already think or feel.
We teach participants that the antidote to reactive, unquestioned responses is the development of the habit of slowing down this automatic emotional response triggered by the ancient part of our brain. This habit reduces survival anxiety while retaining learning anxiety; and it allows the rational, reasoning part of the brain to take charge. It is a habit that helps participants to reason and think through not only how they arrived at their conclusions, but it takes them through the process of how others may have arrived at a completely different conclusion.
This is also true for how we perceive and deal with change. When we stop to reflect on it and what it means we realize that we are using the same word but seeing something different. To some, change is a discrete event or experience that can be addressed with technical knowhow; to others, it is a process that requires the adaptive skill of influencing and motivating others to assume responsibility for defining the problem and coming to a sufficient resolution. One perception leads to inaccurate assumptions and quick fixes; the other leads to an understanding of the complexity of issues, empathy and the need for patience and endurance. An inability to comprehend that the differences in others’ perceptions is one of the major causes of much miscommunication, distrust and conflict between people.
The process of understanding your own and others’ perceptions creates a space for civil conversation and decision-making; it increases empathy and provides a foundation for the collaboration and consensus building behavior of leadership–two essential components of managing change.
Change that is tethered to unexamined assumptions and beliefs leads to a tremendous waste of resources and can be downright dangerous. Whether it is infighting on a team or fear of the other that leads to violence, the misperception of reality is costly and harmful. Millions of dollars have been spent working to undo damage caused by entrenched and unexamined behaviors that have become detrimental to organizational and community cultures.
The unearthed “reality” of perceptions that resides within us drives our sense of reality in the external realm of our lives. Responsible change must be accompanied by consciousness of what is inside of ourselves and in others. Checking our perceptions and our assumptions makes leaders morally and ethically responsible in leading change. The Integrated Work of Leadership© is essential work for leaders if demands for change are to result in outcomes that improve peoples’ lives and contribute constructively to the common good.
Related Topics: Adaptive Leadership
