Four Responses to Change
There is a continuum of response to change. There are four responses along a spectrum with the extremes being destructive responses to change, and the middle two being more constructive. Let us call the destructive responses Change-Phobic and Change-Junkie and the constructive responses Change-receptive and Change-initiator.
Four Responses to Change
One of the realities that the COVID-19 pandemic has exposed is the degree to which our culture has shifted in the type of consumerism which it promotes.
I remember back in the early 1980s listening to a NPR interview with a guy who had written a book about modern marketing philosophies. I remember it to this day because of the shift that he had noted began to take place during the 1960s. He described how for much of the 20th century marketing had been focused on shaming people into buying products.
Then a shift occurred where consumer product marketers began to promote products by telling people that they deserved to have it. Every time I think of this interview I remember the old McDonald’s jingle, “You deserve a break today…”.
“It’s time to stop talking about leadership, and lead.”
The voice in my head.
Jackson Hole, Wyoming.
Over the past three and a half decades I’ve lived and worked in the world of leadership. Part of my passion has been the desire to understand the intersection of organizational structure, culture and human nature with the phenomenon of leadership. From early on in my training and study, it was clear that my perception of leadership is different than many who write about it and the practitioners of the leader’s craft.
In 1899, sociologist Thorsten Veblen published The Theory of the Leisure Class: An economic study of institutions. His research marked a growing phenomenon of people separating their personal life from their work life. Veben was the one who coined the often used term, “conspicuous consumption.” His research marked a growing tension between personal life and work life. This tension is at the heart of the quest for balance.
The balance between life and work, I’ve come to conclude, is an impossible standard. It is a measure of time and activity level rather than a measure of the value of either our life or work.
Ask yourself the following questions.
1. How do you know when there is balance between your life and work? Is it a 50/50 split?
2. If you were to achieve balance, what would be different? Is it simply that you would have more time to pursue your leisure time interests?
3. Presently, which side, life or work, is more out of balance? What is it specifically that tells me this?
“You only have power over people as long as you don’t take everything away from them. But when you’ve robbed a man of everything, he’s no longer in your power–he’s free again.”
– In The First Circle, Alexandr Solzhenitsyn