Module 4 - Adapting to life and workplace changes

“A ship in the harbour is safe, but that is not what ships are built for.” - John Shedd, 1928

Just like the ships designed to navigate vast oceans, humans are built for exploration, growth, and achievement. The existence of each of us is a journey through the ocean of life, and we are born to evolve. Today’s world, near and far, is a world of change, so vast and rapid that our life is a continuous journey through change.

In the 1990s, it was common for leaders to address young people with "You are the change!" This was the desired image of the young person: a person able to introduce change, navigate it, and change the status quo. However, as George Bernard Shaw once said, "those who cannot change their minds cannot change anything." In reality, before we change the world around us, we need to see that change starts within us.

In this module, we will try to understand what change is, how it affects us, and how we react and cope with changes in the world, at work, and with those around us. On the basis of this experience, we will try to build a plan for personal change, useful for you as youth workers, but also for young people. It will start within the field of employment, which normally presents a huge change for each of us, so that we can be ready to think about its meaning and embrace it. We will need some time to try to adapt ourselves and accept it—and this means thinking about how and what to change inside ourselves.

Once we have thought this through carefully, we will also look at the changes in our workplace: what they are, how they happen, how they can be managed or how we can manage ourselves within them. We are the change: maybe you won't start changing your workplace completely and immediately, but the desire for change and the opportunity to bring it should be with us. This is why we need to be prepared when the time comes.

What is change?

To familiarise yourself with the concept of change, we propose a little exercise. Try to write a short poem of five lines about change:

1. One noun that describes the change;
2. Two adjectives that describe the change;
3. Three verbs that express the actions of the change;
4. Four words that express your feelings towards the change;
5. One word that expresses the essence of the change.

An example:

1. Travel
2. Fast – Educating
3. Embrace – Sweep – Transform
4. Surprise – Anxiety – Confusion – Enjoyment
5. Everywhere

Now that you have created your personal image of what change is for you, let's have a look at the dictionary definition of change. According to different definitions, change is:

• … to make someone or something different, alter, or modify.
• … to replace something with something else, especially something of the same kind that is newer or better, substitute one thing for another.
• … to alter means to make or become different; change implies making either an essential difference often amounting in a loss of original identity or a substitution of one thing for another.

As we can see from the definition above, change is what modifies the status quo, and what brings something new to ourselves, such as new understandings, new values, new relationships, new skills, or even a new way of life. We could find that change is all around us: starting from what is close, for example our family environment or in our circle of loved ones, but also including what is distant, such as the change that comes from the world around us that cannot be avoided. Change often cannot be resisted and forces us to ride its waves, and sometimes it makes us change or try to change the world around us. This is why it is important in this first part of the module to focus on personal change.

As we have heard, life is always a change but sometimes we face a big or sudden one that’s hard to deal with, and it causes stress, which can last for a period of time. Once the change reaches us, it will affect us, but we can be prepared for it. It is important to realise that the world is changing around us and if we are not prepared, it may be more complex to deal with. Often, our previous ways to solve problems may not work anymore following the change. We cannot always continue behaving, solving problems, or reacting to them as we did before.

Here is an example: following years of formal education, many of your young people are moving into the world of work. However, this may mean great changes in their personal lives, for example, as they earn money but also have to take responsibility for spending it effectively (paying bills etc). They will therefore be required to change the way they conduct themselves in order to survive. This means that the change starts within ourselves. Let's think about how to make the changes we need to, so we don't feel bad at work, at home, or in the community we live in.

Managing individual change is an important skill to develop because it is something that can help young people to grow and help them to determine the quality of their life in the future. This is why, in the following part, you will try to dig deeper into this topic.

What is change management, and why does change need to be managed?

Change management is a process of overseeing and facilitating change at every level it occurs. It is up to management teams to decide exactly how this change will be addressed, develop the process, and how to best execute it. The Business Dictionary defines change management as "the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organisation." Similarly, the Change Management Learning Center defines change management as "the process, tools, and techniques to manage the people-side of business change to achieve the required business outcome, and to realise that business change effectively within the social infrastructure of the workplace."

It is more likely that you will not have to propose and manage spectacular changes in the organisation you will work for, but let's not forget that people are increasingly choosing their jobs in line with their values, such as personal responsibility, taking initiative, sustainability in the workplace, or green jobs. Change in an organisation or company does not always come from the leaders, but can also originate from other members of that organisation. Introducing change, however, even a small one, does require leadership competences.

Thus, everyone can propose changes to improve the sustainability of a workplace or the company as a whole.

How to introduce change

Imagine that you are the CEO of a big company and you would like to introduce a new green technology which will completely change the production processes. Would you completely cancel whatever exists or should you introduce change step by step? In any case, this is not an easy task!

Introducing change does not necessarily mean altering everything that existed before, and for this reason introducing change is very difficult to do. This is why it is important to focus on the difference between change and transition:

Change is the external event or situation that takes place: a new business strategy, a turn of leadership, a merger or a new product. The organisation focuses on the desired outcome that the change will produce, which is generally in response to external events. Change can happen very quickly so we could say that “change” is the event; it is defined in a specific moment in time (for example, you move into a new home, you leave a job, you become a parent).

Transition is the process that unfolds before, during, and after the change event. Transition affects us on physical, emotional and psychological levels and in this process, we are transformed. In our work, we believe that bringing mindful attention to the transition process makes it more likely that you will be satisfied with the change you undertake.

In order to introduce change in a soft and respectful way, let’s have a look at one of the models of change: The Bridges Transition Model. This model, that guides organisations through the process of transition, was first introduced by William Bridges, a prominent organisational consultant, in his 1991 book, “Managing Transitions: Making the Most of Change”. The Model aims to help organisations and individuals understand and more effectively manage and work through the personal and human side of change.

The model identifies the three main stages of an individual experience during change:

1. Ending What Currently Is: Transition starts with an ending. This is paradoxical but true. This first phase of transition begins when people identify what they are losing and learn how to manage these losses. They determine what is over or being left behind, and what they will keep. These may include relationships, processes, team members, or locations.
2. Neutral Zone: The second step of transition comes after letting go: the neutral zone. People go through an in-between time when the old is gone but the new isn’t fully operational. It is when critical, psychological realignments and repatterning take place. It is the very core of the transition process. This is the time between the old reality and sense of identity and the new one. People are creating new processes and learning what their new roles will be. They are in flux and may feel confusion and distress. The neutral zone is the seedbed for new beginnings.
3. New Beginnings: Beginnings involve new understandings, values, and attitudes. Beginnings are marked by a release of energy in a new direction – they are an expression of a fresh identity. Well-managed transitions allow people to establish new roles with an understanding of their purpose, the part they play, and how to contribute and participate most effectively. As a result, they feel reoriented and renewed.

Empathetic leaders recognise that change can put people in crisis. The starting point for dealing with transition is not the outcome but the endings that people have in leaving the old situation behind. Change will only be successful if leaders and organisations address the transition that people experience during it. Supporting people through this transition, rather than pushing forward, is essential if the change is to work as planned. This is key to capitalising on opportunities for innovation and creating organisational resilience.

What is the transition management process?

Transition management in organisations addresses the inner psychological process that people experience during change. Successful transition management involves these steps:

1. Communicating with colleagues why the change is needed.
2. Collecting information from those affected by the change to understand its impact on them. Gaining their investment in the outcome.
3. Doing an audit of the organisation’s transition readiness.
4. Educating leaders about how the change will affect individuals in the organisation to manage the transition effectively.
5. Monitoring the progress of individuals as they go through the three stages of transition.
6. Helping individuals understand how they can positively contribute to the change and the importance of their role in the organisation.

If you were the same CEO as before, would you have more tools to navigate the transition?

Continue discovering more on the topic in the next sub-module.

As we have seen in the previous part of the module, life is about constant change, and that means constant challenges and adaptation to new situations. Change can also be the result of conflicts in the workplace, the family, or the larger community.

In this part of the module, you will be introduced to the concept of conflict and its place and role in our lives. We will start from our immediate conflicts: how we see them, how we experience them, and how we evaluate them. We will offer you a new take on the concept of conflict: not as a destructive force, but as an opportunity to realize one's own interests, to develop relations between the parties involved, and conflict resolution as a path to mutually beneficial solutions.

When our goal is sustainable development in a world full of injustice, imbalances, and contradictions, when we are guided by values such as justice, sustainability, and dignity, and when we seek to promote these values, value-based conflicts will inevitably arise - but we will discuss them and present a model for their resolution.

Approaching the Concept of Conflict

To reflect on ‘conflict’, try to answer the following questions:

• What associations does the word conflict evoke in you?
• What is the behaviour of a person in a conflict situation?
• What feelings does conflict bring up?

Probably in your answers, we will find that conflict is a struggle, a fight, a resistance, an attempt to impose one's own solutions. The very mention of it gives rise to feelings of fright, tension, irritation, and dislike. And the behaviours in a conflict situation are usually attacking the other, using violence, aggression, or shunning. We have done this exercise many times, in many different countries and cultures, and everywhere the responses were strikingly similar. We think of conflict as something bad, frightening, destroying relationships, putting people against each other, requiring the use of force, leading to hatred and division.

Official Definitions of the Term Depict Rather “Negative” Ideas

• Conflict is a state of open, often prolonged struggle: battle or war; others define it as a state of disharmony, a clash between incompatible or opposing personalities, ideas, interests.
• Conflict occurs when two people wish to commit actions which are mutually exclusive.
• Conflict is a situation of rivalry in which the parties realise the incompatibility of potential future positions, and in which each party wishes to take a position incompatible with the other party's wishes.

Let’s Get More Practical: The Quarrel of the Donkeys

Let's look at this picture with the two donkeys.

In the first picture they are in a conflicting situation: each one of them wants to reach and eat his bowl of hay and each pulls the other towards the bowl. We see, represented here, two really incompatible desires. Since their forces are equal neither of them succeeds in pulling the other. In these unsuccessful efforts, the hostility between the two donkeys intensifies, each wanting to achieve and enforce its own solution. It is certain that if the donkeys thought and could talk, neither would care about the needs of the other, each would only want to satisfy its own needs.

What does the conflict between the two donkeys look like? On the surface they are unsuccessfully trying to prevail and each clearly states their position (“I want to eat from my haystack”). On the surface we see a stubborn struggle, hostility, an attempt to get one's way by force. The two sides know nothing about each other, except that the other is pulling the rope in the opposite direction. They don't care about the other, they don't care about the opportunity to build or develop a relationship with each other. In their eyes, the other is the enemy because they are hindering success - their own haystack. If one succeeds, the other will be left hungry, defeated but also humiliated - they might become enemies for the future, and perhaps forever. This kind of conflict destroys relationships, creates enemies, and it is a fight to achieve victory for one side.

But, when does the miracle happen? When the two donkeys turn to each other and try to solve the problem together. Here is when the situation changes: from fighting, they move to exchanging about what they want and to developing a shared solution. In the process of finding a solution their hostility diminishes, their communication becomes more and more intense and constructive, the trust between them increases to the point that each is willing to follow the other to their haystack, wait for them to feed and then head together to the next one. The donkeys become more like partners. The search for a solution becomes a joint problem-solving activity. In short, this is the second vision of conflict and resolution.

Figuratively, we can think of conflict as the parties sitting across the table from each other, and between them is the problem and their often mutually exclusive positions on how to solve it. The point is for the two parties to stand side by side on one side of the table, and for the conflict to be in front of them, a challenge and a problem that requires a joint solution. This is the idea of peaceful conflict resolution because conflict diminishes when we seek to solve it as a problem together, when we understand the motives and actions of the other party, when we avoid threats and the use of force and do not try to unilaterally impose our solution. Conflict resolution suggests that it is best for the parties to find the solution together. Since the solution originates from all parties, it will be binding for them to the greatest extent. Direct communication increases the chances of success.

Causes Leading to Conflict

In problem-solving processes, the goal is clear: find the causes that created the problem and they will guide you to solve it. It is the same with conflict: the causes that led to the conflict suggest ways to resolve it. Many conflicts are caused by lack of information or a presence of misinformation. In such cases, we must focus our efforts on accessing reliable information, on sharing information if one party does not have it, on exposing misinformation or fake news. Other conflicts are caused by bad or deteriorating relations between the parties: strong emotions, misperception of the other or of their actions, stereotyped attitudes, poor communication or negative behaviour. Here the solution is in the direction of controlling the emotions expressed, clarifying perceptions, sharing feelings, avoiding repetitive negative behaviour. A third type of conflict is caused by value differences: when the two parties hold different basic values: attitudes to way of life, or different criteria for evaluating people and their actions. If the causes are of a similar nature, finding a common value is vital. These three types of conflicts (information, relationships and values) are considered to be unnecessary conflicts that can be easily resolved.

More complex are those which arise from unequal control over resources, unequal power, time constraints, social and natural factors. In such conflicts, we follow and rely on a mutually acceptable and fair decision-making process, clearly define roles and avoid the use of force because of a higher position in the hierarchy. There are also conflicts of interests, and to resolve them we examine the interests of the parties rather than their stated positions to resolve the conflict, seeking holistic solutions that satisfy the interests of all involved.

We can summarise the causes leading to conflict as having to do with the three sides of it:

• Causes related to the content of the conflict
• Causes related to the relationship between the parties of the conflict
• Causes arising from the accepted ways and procedures for conflict resolution

The image shows that, to be successfully resolved, a solution must be sought to satisfy the interests of the parties, a relationship of cooperation and trust must be developed between the parties, and procedures must be followed to resolve the conflict fairly. Before a conflict can be resolved, it must be analysed and understood. Frequently, conflicts can arise around us unforeseen without the opportunity to fully discuss and resolve effectively.

Here is the simple rule: if you feel a conflict arising, try to analyse what is happening. This is the best preventive action in terms of dealing with conflict and it is no coincidence that "an ounce of prevention is worth a pound of intervention". Keep in mind that conflicts often provide opportunities for learning.

So, What Should I Do When I Find Myself in a Conflict Situation?

There are five main points of peaceful conflict resolution:

• Focus on the conflict, not on the other person in the conflict.
• Focus on the interests of the parties, on what is important to them in the conflict, not on their positions - the solution they propose.
• Seek options and solutions that will satisfy the interests of all parties to the conflict.
• Good communication and relations between the parties facilitate the search for opportunities and solutions.
• Try to find criteria with which to evaluate proposals made.

Introducing change could lead to conflict but, if we understand conflict as opportunities rather than fight, this could help us bring sustainable change to our workplace and our lives. In this part, we will focus a bit more on how to face challenges and conflicts in the workplace, because young people, who are more attentive to sustainability issues, could have instruments not only to bring that change but also to manage conflicts that could arise.

Firstly, it is important to be aware that conflict is common in the workplace, so there is no need to be afraid. It is difficult, but the biggest mistake you can make is to do nothing because unresolved tensions can affect the health and performance of people and organisations. So, it is important to develop conflict resolution skills to pre-empt, manage and fix conflicts with your co-workers: it is important to raise the issue early and manage your emotions while explaining the reason for the conflict. While listening to the other party/ies is vital to show empathy and practise active listening. In the end, it is important to acknowledge criticism, so that you can understand the perceptions of others. Subsequently, there are some conflict-management techniques to be used. They could be summarised in three basic steps (but we will also see an example that can help us going deeper): the first step is to prove that you understand their view, then to acknowledge that you are part of the conflict and in the end, you need to try again if the conversation doesn't go well.

What Causes Conflict at Work?

Some of the most common causes of workplace conflict are:

• Unclear responsibilities: Some team members may feel they do more work than others, or resent those who seem to have fewer responsibilities. Blame and frustration can build due to duplicated work or unfinished tasks.
• Competition for resources: Time, money, materials, equipment, and skills are finite resources. Competition for them can lead to conflict.
• Different interests: People may focus on personal or departmental goals over organisational ones, or be held up and frustrated by others who they rely on to do their jobs effectively.
• Different values: This is really important for young people who enter the world of work with values and views of the world, work, or people, which may be quite different from those of other colleagues or, particularly, their employers.

It is important to be aware of these, because this information gives us a clearer picture of the conflict and more opportunity to understand it. In fact, when dealing with a conflict, the first step is to analyse the situation using the new conflict resolution approach:

• What are the main events that led to the conflict?
  First of all, try to go back to the start of the conflict: recall incidents, words, conversations, confrontations, attempts to resolve, relations between the parties. This will help gather a clearer picture, highlighting key moments in order to understand the motivation of all.
• Participants in the conflict: identify the participants:
  
  • Positions: Repeat and assess what the positions of the parties are.
  • Interests: What are the interests of the parties? Why is it important to them?
  • Relationships between the parties: Extract the most important thing from the review of the past: what are the relationships between the parties? Is there long-standing hostility and fighting, or is it accompanied by attempts at reconciliation to find a good solution?
  • Is there a willingness to find a solution or are the parties not willing to negotiate?
  • External circumstances: Are there external circumstances that push the parties towards or away from a solution?
  • Opinion by others about the conflict: How do others, such as colleagues, feel?
  • Can either party impose a unilateral solution?

By answering these questions, you will clarify the picture of the conflict, the way it is going, the chances for success or at least for a breakthrough in one respect or another.

GETTING PRACTICAL: Let's Try to Solve a Conflict

You and a colleague are constantly in conflict in a staff meeting. They propose to start the production of buttons and you the production of coats. During the dispute, sharp remarks, insults and mutual accusations of incompetence are heard. You feel the hostility of the other party, and are affected by their mocking and insulting tone. You come out of the meetings angry, at yourself and at your opponent, and frustrated that your proposals are not approved.

This conflict interferes with your work and worsens the relationship with the other colleague, so you decide to try to talk to them to resolve it.

Step 1: Agree to a meeting to discuss your differences. Stress the need for such a meeting and your desire to find a mutually acceptable solution.

Step 2: Discuss the conflict together. The first step will be to set out your views on the conflict and why it is important to you and the reasons why it has arisen. State your view and listen to the other side. Without understanding the other point of view you will not be able to move on. Try to keep the exchange positive - avoid insults, judging the other person, focus on the problem, not the other person's personality.

Step 3: When you have shared your views on the conflict and identified the causes of the conflict, you can move to the next step. Together look for solutions to the conflict that are acceptable to both parties: propose solutions, discuss them, try to develop them, if necessary suggest criteria by which these proposals should be judged.

Step 4: If you agree on some of the proposals, this may be the solution to the conflict, the agreement you reach. Agree on how this will be respected and what you will do if it is broken. If the conflict has engaged the attention of your colleagues, communicate the outcome to them.

Briefly, this is the way the conflict could be solved:

• You try to explore the conflict together.
• You share your interests and why the conflict is important to you both.
• You look for mutually acceptable solutions together.
• Together, you assess the reality of these solutions and reach an agreement.

…What About Values?

If your conflict is about professing different values, remember that there are no simple solutions. It is extremely difficult to reach agreements about values and almost impossible for any party to give up their stance. What we can work on is how to address a value conflict To do so, a strategic approach is required, showing respect for the views of all sides. That the final aim is a common understanding through collaboration must be made clear to all. But how should you go about this?

Step 1: Assess the sacredness of a value for the person or the organisation involved. Conflicts of this nature are difficult to face, and often escalate rapidly, because, as we have seen in Module 3, values are intrinsic, and difficult to alter in a person. It is imperative to identify which values are core, sacred and inviolable, and those where there may be more flexibility and openness. Find the open spaces for you and encourage the other party/ies to do the same. This is what will create the opportunities for a better solution for all.

Step 2: Making some strategic concessions. Offering a concession of something that is important to you could improve the cooperativeness in your opponent. This gesture shows that you are really committed to finding a common solution.

“For example, in a community organisation where there is a conflict over resource allocation, one faction might deeply value environmental sustainability, while another focuses on immediate economic benefits for local businesses. If the environmental advocates agree to a limited development project that includes stringent environmental protections, it could signal a willingness to find common ground, thereby encouraging the economic faction to consider more sustainable practices in future projects.”

Step 3: Appreciate the positive qualities of your counterpart. It could seem like a false move, but this simple gesture could release tensions and open the opponent up to cooperative solutions. Such affirmations can mitigate identity threats, encouraging counterparts to engage in constructive dialogue and value creation, thereby facilitating a more amicable resolution to the conflict.

Try to imagine what to do in these different value conflict situations using the steps reported before:

• Business partners clash over the ethical standards they expect each other to uphold.
• A negotiator refuses to do business with a potential counterpart they deem immoral.
• Parents bar their teenager from attending an event they think might be dangerous.

The key is to be aware of the importance of your values, knowing what is core and what is negotiable, and to look for a common area that can unite (such as good relations at work or the success of the business).

Watch this video about the nature of change: why it is important to understand it, how to navigate change in both your personal and professional life, and how to initiate change. For Career Gardeners, this interview is particularly relevant as the expert, Krasimira Damjanova from Hope Association, highlights what to do when changes threaten our professed values or, conversely, when promoting green values—such as initiating changes at work.

Young People and Changes in the Workplace: An Interview with Krasimira Damjanova from Hope Association

This second video also aligns with the philosophy of the project. The expert discusses various conflicts that young people may encounter in the workplace, focusing in particular on value-based conflicts. These arise when young individuals, committed to green values, face a traditional work environment shaped by industrial-era values or practices of those who have built or work within such companies.

Value Conflicts in the Workplace: An Interview with Krasimira Damjanova from Hope Association

Module 4 explored the crucial themes of adapting to change and managing conflicts effectively in personal and professional contexts. By examining the nature of change and its challenges, you have gained insights into how to navigate transitions with resilience and positivity.

We also delved into the causes and dynamics of conflict, equipping you with strategies to handle disputes constructively, whether they arise within your own life or your workplace. Understanding these tools is vital for fostering harmonious environments that support personal growth and collaboration.

As you reflect on this module, remember that change and conflict are inevitable aspects of life. However, with the right mindset and competences, they can also become opportunities for learning, development, and innovation.

Keep moving forward with confidence, adaptability, and a commitment to creating positive change!