Mindbeat coach Gill Simpson reveals the secrets behind how people react to change and provides guidance on calming the stress response.
Dealing with change in the workplace is complex, as we all react differently to the uncertainty that change inevitably brings. As leaders, the challenge is to recognise and manage these different responses and repercussions, both in ourselves and in others.
Mindbeat coach Gill Simpson understands this better than most.
During her time working for the large multinational food company Danone, she was promoted to her first Board-level role as Director of Corporate Affairs and witnessed firsthand the different ways in which change impacts individuals and those around them.
“As a working mum, I was delighted to be offered the role on a flexible working pattern, but as the only part-time Board member, I put huge pressure on myself to be seen as ‘equal’ to my peers. My background wasn’t in Corporate Affairs, so I also felt some fear and anxiety about being asked to lead a team of experts without technical expertise myself. Furthermore, it was a new board-level role – meaning I would be a new voice at the table – and a new function in the business – meaning I had to unite previously siloed teams behind a common goal and establish our role in the business. It took a while to process all these different aspects of the change and to settle into a new way of being and operating.”
The fight-or-flight-or-freeze response
The human brain reacts to social threats linked to change, such as uncertainty, volatility, ambiguity, and unpredictability, in the same way it responds to physical threats by triggering an acute stress response, also known as the fight-or-flight-or-freeze response. As a result, when confronted with change, we find it difficult to think critically, show empathy, and regulate our emotions because energy is directed toward the more primitive part of our brain, the limbic system, to keep us safe.
“Understanding this is key to comprehending how people react to change,” says Gill. “Unlocking why someone feels threatened by change allows leaders to respond effectively.”
Neuroscientist David Rock identifies five social factors our brains react strongly to:
Status: A person’s relative importance to others
Certainty: Being able to predict the future
Autonomy: A sense of control over events
Relatedness: A sense of safety being around others
Fairness: A perception of fair exchanges between people
“When any of these are challenged, our stress response kicks in,” Gill explains. “It could be a perceived threat to someone’s job or contribution (Status), not knowing what is coming down the line (Certainty), a sense of being ‘done to’ if someone isn’t consulted (Autonomy), a disconnect or mistrust (Relatedness), or a sense that others are being impacted adversely, which threatens our sense of Fairness. In my case, I felt a threat to my status. I’d built up an excellent reputation during my time in the business, and now I was being asked to lead a function without technical expertise. Would my peers see me as a credible choice? What if I fail? Could I even do it?”
When leaders understand how and why team members react to change, they can instil processes to create certainty, reassurance, or fairness. It could be regular meetings, better consultation, coaching and support.
As individuals faced with change and uncertainty, when we understand our stress response and the reasons behind it, we can begin to overcome these perceived social threats and get ourselves back on track.
How to use SCARF to reduce the impact of perceived social threats
“Using tools like David Rock’s SCARF model helps us to unpick and understand the root cause of our response to change,” Gill says. “Whatever you feel is valid, and these emotions are a great source of data. They tell us something about ourselves, what we’re experiencing, and our unmet needs. Inviting emotions in and accepting them is part of regulating ourselves and the stress response. My anxiety and nervousness about joining the Board of Danone were valid things to feel. Exploring what contributed to my emotional response helped me to prepare better. In the workplace, we need to permit and help people to show and explore their emotions during times of transition and change.”
Considering the SCARF model, here are some of the ways leaders and managers could reduce the impact of these perceived social threats:
Status: Involve team members in discussions, plans and action points. Help them find their place and their voice in the new system.
Certainty: Communicate clearly and often to minimise the potential for rumour and speculation. Discuss the reasons for change, the broader vision, timescales and processes. Be patient and empathetic as people grapple with uncertainty at their own pace.
Autonomy: Ask for employee input. Encourage people to only focus on what they can control and influence. By letting go of concerns outside of our influence, we can reduce anxiety and stress.
Relatedness: Create a culture of trust and provide a space for emotions to surface, so responses to change can be explored in confidence. Find ways to bring people together to avoid siloed thinking.
Fairness: Be as open and transparent as possible. Show integrity and listen with the intent to understand, not to answer back.
“Whether we’re leaders of change or facing the impact of a change, we all have a part to play and we are all accountable for our thoughts and behaviours,” Gill concludes. “Recognising your thought patterns, taking responsibility for them, and shifting them into a more useful place will help you play a more positive part in the change process. Hopefully, you will gain more from it too, as you’ll have a more positive experience.”
If your organisation wants to understand more about responses to change and discover techniques for managing transitions and uncertainty, talk to Mindbeat today.