Recently, I was asked to work with a company that was undergoing significant organisational change.

Not the kind of change that most of us prefer, initiated by ourselves and on our own terms.

Rather, this particular change was being perceived by many of the internal teams as being imposed, unwelcomed, with many of them believing it to be unnecessary.

Unsurprisingly, the change initiative was being met with objection, frustration, increased levels of sick leave and outright anger from some.  It seemed that the more determined the company became in trying to implement the change, the more tied up in knots they became. It was at this point, that they requested external support.

After just a small number of workshops with the various teams, significant progress was achieved.

To begin with, each team began to realise that where there are heightened levels of stress, there is a corresponding lowering of performance. For example, at an individual level have you ever tried to read an exam paper when your stress levels are extraordinarily high? At a team level, how about performing in sports when stress levels are out of control?  The bottom line is that in both cases, results will suffer!

In such scenarios it is clear, that stress when left unmanaged is the enemy of performance.

Each team also began to understand that where there are heightened levels of anger there is a corresponding lowering of curiosity. Think about this at a personal level. During those times when you are absolutely furious, are you truly open to curiosity? Do you genuinely feel like asking questions and learning about the situation? Certainly not!

In such scenarios it is clear, that anger when left unmanaged is the enemy of curiosity.

Before progress could be made in terms of the overall organisational change those levels of stress and anger had to be managed and reduced. The corresponding improvements in performance and increased levels of curiosity across the entire company was evident to see.

The various teams began to experience improved individual and collective performance meaning that they could now positively engage with and influence the change initiative.

With a newly discovered sense of curiosity, so too were they were able to identify improved and innovative ways in which to implement the change which ultimately benefitted the wider company also.

Where the company had tied itself in knots, these now began to loosen and the change became not only achievable but also sustainable.

create10 works with individuals and teams in improving performance, enhancing levels of curiosity and in implementing effective sustainable change. See for further information.