Rol makes an valuable distinction:
> But on reflection, do we _ever_ have that much control really?... My
> influence may wax and wane, but control? No....I am not convinced
> that control is the key to accepting change. Control does not
> exist.
In managing the stress of having change thrust upon you, it is your
perception of influence to that change, the amount you can influence
the response to that change... maybe that is the key to accepting
change. Rol is very right in pointing out control doesn't exist.
Influence on the other hand is very apparent, in families, in
corporations (especially in politics...)
So taking this back to the corporation, if the environment and
managers value input from staff, and act upon that input on a
consistent and ongoing basis, the corporation and its staff will more
readily accept change.
If it is a very authoritarian organization, with lots of closed door
meetings, little communication, and no action based on any feedback
from staff, the corporation and the staff will become more readily
stressed due to any changes that occur.
Gary Scherling
Helping people help themselves
--GSCHERL@fed.ism.ca (GSCHERL)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>