Organisational change may set off alarm bells; this can affect clarity of thought and memory as the brain tries to identify possible threats. Insignificant events suddenly assume major importance; we lose confidence and our performance starts to suffer. There is research indicating that humans can cope much better when presented even with very bad news than when they are left in a long-term state of uncertainty. Knowledge and certainty – even if the future at first sight looks bleak – allows people better to prepare for what awaits them. What happens in situations of change, when the brain can find itself in unknown territory, was the subject of a recent article on hrzone.com.
Dealing with uncertainty
Thanks to insights from neuroscience, we know that in a generally uncertain situation, there are three ways to help the brain establish at least some small elements of certainty:
1. Small steps. Divide long-term aims into shorter series of individual tasks and targets that can be achieved within, say, a day or a week. Even minor successes are encouraging to the brain, which is then better equipped to face further challenges.
2. Regular updates. In times of crisis at work, stick to a pre-arranged schedule of providing updates: even if there is little or nothing new to add, people still appreciate the existence of a proper communication process.
3. Allow enough time. People at work need time to reflect on what is happening around them and why change might be necessary. If we achieve insights based on our own thought processes, we are more committed to accepting change than if it were forced upon us.
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