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Posted by on Feb 13, 2012 in Business, Leadership | 3 comments

When Self-Preservation Weakens You and Me

A beleaguered reality overwhelming teams during times of constant change is an ever-present reality of self-preservation. The instinct is not bad. It is wired into our brains. Yet, when teams experience the one-two punch of change in a seemingly endless assault, the greater the likelihood each person slowly turns inward. And they stay there. The focus shifts from the team to individual needs.

Symptomatic of such realities is a loud cry of complaints of things broken within the team, the company. Problems fester unresolved or half-ass solutions become tempting to just ease the pain.

In a chorus of complaints we cry out it’s not fair. Rarely do we ask, “How do we make this work?”

How do we make things work in times of change? It’s a question that does have an easy answer. The implementation is what trips us up. The answer? We turn to each other, not inward, to adapt, thrive. I suppose its contrarian for most teams, most people. However, during times of change is when self-preservation surfaces and is offered a comfortable place to stay.

The problem with self-preservation rampant in companies? Obviously trust is depleted. But more concerning is we believe that our need to protect ourselves is the best solution to survive in times of constant change. We begin to believe that community is a threat. We cling to what is familiar. Progress is limited. Happiness becomes a laughable notion. Optimism is depleted. Productivity and efficiencies are hampered. Profits are capped.

Imagine yourself clinging to something dearly. Can you get a clear sense of what’s around you? No. All that is viewable is whatever you cling tightly to.

Self-preservation may save us temporarily. But if we stay stuck in the preservationist mindset, our skills risk irrelevancy, our thoughts become restricted, and our communities suffer. Workplaces become toxic. Silos are fortified.

Self-preservation weakens you and me. It ceases to protect and unnoticeably, at first, unravels the hard work of progress.

 

Photo courtesy of Respres

Shawn Murphy (104 Posts)

Change Leader | Speaker | Writer Owner and principal consultant at Achieved Strategies. Co-founder of Switch and Shift. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked on Huffington Post and HR Examiner.


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  • BruceSallan1

    Wisdom, Shawn…as always. I love the “it’s not fair” cry as it’s my boy’s favorite. I say, “Yep, life’s not fair…get used to it.” Same in companies. Some will climb and others will fall – often without rhyme or reason. Ours is to just get back up and do our best. Know when we are doing our best and know when we are slacking. Find self-fulfillment in your work regardless of change, management, or other factors outside your control. What do we control after all? I only control what I eat for breakfast!

    • http://www.switchandshift.com Shawn Murphy

      Bruce, it’s a good distinction to know what we concerns us, but we have no control over it versus what we can influence. Developing the muscle memory, if you will, to see the two in our worlds helps us to manage our responses to our environment.

  • http://www.alankay.ca/ alankay1

    Self-preservation is rampant in N America – it’s the reason for so much angry divisiveness. Everyone is focused on the problems of the economy, politics, society, etc. Each side offers their problem analysis and prescribes solutions that are at best short-term relief from the pain. However, before prescribing they first attack their opponent and their equally shortsighted solution.

    Instead of trying to reframe our role in the world (which has changed significantly), we rationalize solutions built on a mix of old practices and fear. Sounds just like a lot of organizations, doesn’t it.

    There is a way beyond self-preservation – it’s called defining what we want to have happen instead of the problem.