CULTURE CHANGE MEANS BEHAVIOR CHANGE

The focus on being agile in the face of change is more important than ever. For most organizations, that requires a culture change, which requires individual and collective behavior change. This means that the question we need to ask is: What motivates us to change?

Too often, culture change does not work because the focus is on the new values that we want to embody; however, we miss the necessity of evolving our behavior patterns to match these new paradigms. If we do not form an individual and collective relationship with the values, they become words that we try to adhere to, but they do not change us.

WE EACH HAVE A RELATIONSHIP WITH CHANGE

Behavior change is undoubtedly one of the most overwhelming challenges we encounter. It’s a complex process that demands us to become aware of and transform our ingrained thought patterns and the modification of our emotional responses. Additionally, change requires us to confront our fears connected with facing the unknown that change brings up in all of us. If we work in a learning culture, we might be encouraged to explore and feel supported in not getting it right. Still, most of us have grown up in a social dynamic or a family system where making mistakes was not encouraged, and for some, even punished. Therefore, change, mistakes, and failure to change are connected to our deep-seated attachment to familiar routines that provide comfort and predictability.

THE PARADOX OF RESISTING CHANGE TO STAY SAFE

The greatest obstacle to change is stress.

In our collective effort to bring about change, we must start with feeling supported rather than challenged into change. The most profound impact on stress versus feeling safe comes from the way we interact with each other. This interaction is inextricably linked to our ability to communicate effectively and with care.

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Originally published on March 13, 2024 at JeanetteBronee.com.