When the top management is called to face the complexities connected to corporate operations of extraordinary nature (such as the acquisition or sale of a company, or the aggregation and fusion of your own company with other entrepreneurial realities), emotional dynamics connected to Change are triggered as a result.
And what to say about the necessity to manage the handover of a company from parent to child? Or again, what to say when the entrepreneur finds himself “forced” to capitalize on his investment and put his own company to sale, having no suitable heirs to carry on the company?
In these cases, Change is no longer simply a word, but a business, emotional and operational phase, which must be well managed to avoid unforeseen damage and costs.
Change is essential, but it also frightens.
Most of the time, Change affects people primarily on a perceptual and emotional level, rather than on a rational level.
In fact, once a balance has been established, the system tends to defend it. Even when, perhaps, that balance is no longer suitable neither functional to the changed reality, or even when the Change would guarantee an improvement (we speak of “homeostasis”, that is the ability of anyone to maintain an internal balance even if the external conditions vary).
A while ago, an entrepreneur came to see me who, out of love or by default, did not recognize (or did not want to recognize) the fact that his son, destined to inherit the company, was not able to carry on the business. Or, simply, he had no interest in doing so, therefore placing the continuity and value of their business at risk. Few interviews were needed for him to identify “alone” the best way to get out of the mental traps and self-deception he had built.
These are the reasons that led me to deepen these issues. It is my will to help people better deal with the Change that decisions inevitably entail.
Change is a fundamental theme when it comes to human existence and to the entire nature. In nature nothing is fixed. Changes are constant. Everything changes. And how not to think about what is most tackled these days, about climate change. Unfortunately, and despite ourselves, we are dealing with a gradual and a very little “natural” change.
Why, despite the constant change, is it so difficult to change? If we refer to business reality, the more structured and complex enterprises are, the more resistant they are to Change. As if they had to defend themselves from danger.
What are the types of Change? We can enumerate three types: the “gradual change”, the “catastrophic change” and the “avalanche effect” change (namely, the strategic change, also called “exponential geometric change”). The type of change which to aim at, must be contextualized taking into account the objective to be achieved or the problem to be solved.
When resistance to change is high, using techniques related to Strategic Change can become an amazing experience.