Change is Hard

The Issue

It is a commonly observed that change is hard: difficult, costly and disruptive. When imposed, it often seems unnecessary or undesirable—even if you impose it on yourself.

Explanations are commonly put down to «human nature» which implies a biological basis. For example:

Change means entering the unknown, and we fear the unknown.
Change means loss of the present, and we are distressed by loss.
Change means effort, and we resent the use of energy and resources.
In Panksepp's studies the neurobiological circuit that corresponds to the Change Domain is labeled RAGE.

In continuing as things are, there is the comfort of familiarity, the ease and safety of habit, the pressure from others, the reassurance of predictability, the illusory feeling of being in control, the reinforcement from convention, the emotional attachment to the status quo, and the seeming certainty of survival.

In handling a change, there is a need for patience, tolerance of set-backs, self-control and discipline, handling self-doubt, fears of failure and humiliation, concerns for acceptability and approval.

Capability

It should be not surprise then that the issue of capability to use change functions emerged in these investigations.

All functions in the Primary Hierarchies have a background assumption that a person is capable of using them e.g. movement PH1L1, emotion PH4L3, meaning PH5L6, strategic objective PH6L2, participate PH7L4. There is surely no need to emphasize this assumption.

However, the Change Domain stands out in that all its levels have the issue of ability baked in through the suffixes «-able» and «-ability»

L1: Vary - Variable - Variability

L2: Alter - Alterable - Alterability

L3: Improve - Improvable - Improvability

L4: Sustain - Sustainable - Sustainability

L5: Adapt - Adaptable - Adaptability

L6: Represent - Representable - Representability

L7: Transform - Transformable - Transformability

Inquiry Domain: Something a bit similar applies in the Inquiry Domain in that the suffix appears at several levels (e.g.comparable-L3, measurable-L4. However, at the crucial base and top levels—Data-L1, Wonder-L7—it is absent.

Getting Help

Because we and our situations are dynamic, change is a constant. Our bodies change, our social settings change, our physical environments change. In some cases the changes are foreseeable in principle, but rarely in details. In many cases, the change is a surprise and occurs unexpectedly.

Very often it is only too obvious that change is called for.

For individuals and families, there is a self-help, personal growth and therapy industry that has developed to assist with wishes to change.

For businesses and government agencies, a consulting industry has developed to assist executives with designing and introducing change. Where the person paying is the CEO, the focus is commonly on "Transformation Projects".

In all these situations, an understanding of change-in-itself is largely taken for granted. The challenging issues are rather around steering, communications, strategy, management, and handling emotions and people.

As will become evident, the levels of change (PH3) and components of changing systems (PsH3) are widely known, even if they are not currently viewed as part of any theoretical framework.

Back to the Review.

Originally posted: 30-May-2024