OCI #31: How Change Agents Support Resilience

Minimizing turbulence, increasing energy flow, and enabling adaptation

Image Source: Getty Images on Unsplash

Energy Stewardship

Change agents are stewards of human energy. When we take on the responsibility of assisting an organization in transition, we are entrusted with a very precious resource: the life force of the humans in that organization. If we do our work well, that energy is multiplied; liberated; freed to flow more effectively. If we do our work poorly, that energy is drained; stuck; used in unproductive ways.

The link to resilience is direct: Humans expend energy to regain and sustain their effectiveness and well-being as they move through the process of change. The more efficiently and effectively they use that energy, the more change they can absorb and the more challenges they can successfully navigate.

This means that everything change agents do to minimize the level of turbulence, increase the productive flow of energy, and decrease the energy needed to adapt for those involved in change without compromising the effectiveness of the change initiative raises resilience.

What can we as change agents do to support and enhance human resilience as we execute critical initiatives?

Here are some foundational strategies, with questions to consider as you plan and evaluate change initiatives:

Minimize Turbulence

• Evaluate the level of disruption the change is introducing. What elements of the change are most disruptive to the people involved? Is there a way to reduce the level of disruption without compromising the goals of the change?

• Provide as much direct control as possible. Lack of control is one if the key contributors to disruption. Are there areas where people can have options/choices? How can we involve them in shaping the direction of the change?

• Where direct control is not possible, help people establish accurate expectations (indirect control). Are we communicating clearly, accurately, and honestly what will happen, when, and to whom? Are we trying to artificially protect people from disruption by withholding information?

Increase Energy Flow

• Pay attention to the flow of energy. It’s intangible, and can’t easily be quantified, but it can be sensed. Where are we seeing enthusiasm? Momentum? Engagement? Where does energy seem low?

• Identify things that are impeding the flow. I like the theory of constraints as a mental model here: Imagine energy as water flowing through a hose. The flow will always be limited (constrained) by blockages, leaks, or narrow places in the hose. Rather than trying to find and fix them all at once, we need to figure out which one is biggest issue, address it, and then look for the next one. What’s our biggest energy blockage or leakage right now? If we could change one thing right now (an unsupportive leader, a lack of resources, etc.) to address this issue, what would it be?

• Tap into individual discretionary energy. When individuals see a path to achieving personally important outcomes (growth, learning, serving a higher purpose, etc.), they can contribute almost unlimited amounts of energy to initiatives that also benefit the organization. Do we understand what outcomes are important to individuals? Can we help them achieve these goals while helping the organization succeed?

Support Adaptation

Humans use a set of “resilience muscles” to move through the challenges they face (and those they choose). When we consciously take these into account in planning and executing change, we support people’s ability to adapt and thrive. Here are some of the ways that our change execution activities and communications can address each of these elements.

• Positivity—Are we viewing and communicating the change, and the reasons for executing it, purely in terms of problems and dangers, or are we seeing and sharing the hope, possibilities, and opportunities that are also present?

• Confidence—Are we effectively aligning the talents and skills of individuals with the demands of the initiative? Are we helping people see where they have contributions to make?

• Priorities—Are we clear about where this change fits within the organization’s overall set of priorities? Are we communicating these priorities to everyone involved so they can align their energy accordingly?

• Creativity—Are we getting out of our own habitual ways of approaching things? Are we including time and space for people to participate in innovation, creativity, and playfulness as we identify new approaches and solutions?

• Connection—Are we using collaboration and teams effectively? Are we making it safe for people to ask for support and help from others?

• Structure—Are we creating clear processes and structures to guide us and others through uncertainty? Is everyone clear about what these are and how to use them?

• Experimenting—Are we encouraging experimentation and risk-taking? Are we allowing people to learn from mistakes as they move out of their comfort zone and into new ways of operating?

Reduced turbulence, increased energy flow, and more effective adaptation work together to support and raise the resilience of the humans whose energy we are charged with protecting.

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If you’d like to explore the topic of resilience and change further, here are some additional resources:

1. A free downloadable checklist that applies the full Prosilience framework to change initiative planning.

2. Take a look at Managing at the Speed of Change, where Daryl Conner suggests that change agents and leaders can create temporary surges in our own and others’ resilience by applying key principles that reflect our understanding of humans in transition.

3. And here’s a post I wrote about resilient leadership: