How to Adapt to Change
From the behavioral approach, to cope with change, behavior such as the introduction of reward policies in the organization and performance coaching and management are paramount. Using the cognitive perspective, the CEO can foster coping with the change by creating a motivation and alignment platform to help dispel obstacles and discourage resistance to change (Cameron & Green, 2015). Application of the psychodynamic approach enables the organization’s task force to be patient, positive-minded, and work through their emotions to realize full change potential. Humanistic psychology asserts that adapting to change requires the creation of an environment where the organizational members develop (Cameron & Green, 2015). Similarly, recognizing and appreciating the contributions of individuals’ change to the organization’s goals is helpful.
Self-care Practices
The process of change can cause burnt-out to many individuals due to the associated stress. According to Cameron and Green (2015), tendencies in change are more likely to lead to anxiety and uncertainties about change. Therefore, taking care of the physical and mental health entails getting regular exercises to dispense some of the energy, eating healthy and regular meals, avoiding too much alcohol, and getting enough sleep (Cameron & Green, 2015). By being one’s container, the CEO finds ways and time to connect family, loved ones, music, and community work they like. A peaceful mind is fostered well in a quiet and conducive environment with support from friends and family and less or no disturbance.
Helping People Destabilize Experience of Change
To destabilize an experience of change among individuals, the CEO advocates for the organization’s members to reflect upon their specific experiences and draw ideas or actions they would like to destabilize. According to Cameron and Green (2015), recognizing activists encourages experimentations of new experiences of change. Reflectors ensure that there are conducive ways of giving rise to reflections by questioning a past, present, and anticipated experience of change. To destabilize an experience of change, the CEO ensures that a variety of models is utilized by placing the current experience of change into a wider context (Cameron & Green, 2015). The last strategy is promoting pragmatism where ideas constituting the various changes at the organization are questioned and relevance evaluated.
Reference
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.