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For many of us, change is a source of stress and anxiety. This is the case in our everyday lives, but even more often at work.

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State of play: the French face change

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Cultural dimension

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Culturally, the French are reputed to be rather closed to change. In reality, it s a little more complex than that. There s a bit of a double standard when it comes to analyzing French reactions to change. In terms of politics and mores, France is one of the countries most open to change and evolution. When it comes to economic and social issues, on the other hand, the French are more reticent than some of our Anglo-Saxon neighbors. Our administration and bureaucracies are renowned for being numbed by slow, complicated rules and processes, paralyzing the entire organization.

Studies show that the French trust individuals, entrepreneurs and companies to lead change, rather than institutions such as trade unions or political parties[1]. So, far from being resistant to change, the French have developed a cautious and sometimes distrustful attitude towards institutions. Companies, and managers in particular, are therefore being given a new role, that of carrying and accompanying change, as well as making it acceptable and, even more, beneficial to all.

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Psychological dimension

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On an individual level, fear of change is intimately linked to fear of the unknown. The human brain needs routine and stability. Routine frees up space and energy so it can process other information more efficiently. That s why the very idea of change is so upsetting and unsettling. The brain anticipates a loss of reference points, the emergence of the unknown and therefore potential danger. All the warning lights go on, and we have to be on our guard.

Yet change doesn t always have to wait for our approval before it happens. Society changes; people, practices and mentalities evolve, independently of our will. So resisting change can quickly become a waste of time and energy. On the other hand, embracing change can be a great source of happiness in our personal lives, and of well-being and performance in our professional lives.

So, even if this fear is natural and even rational, it shouldn t paralyze us. It s absolutely essential, so it s not a question of keeping quiet about it, but rather of becoming aware of it. Acknowledging your fears means identifying the grey areas, the sources of questioning. This time of analysis is absolutely essential if you are to make informed choices. Being open to change is the best way to be receptive to opportunities that may arise.

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Accompanying change

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In the early 20th century, American psychologist Kurt Lewin established a model for accompanying individuals through change. He broke down the process into three stages: awareness, setting in motion and finally stabilizing the new organization. This process had to be coupled with "support levers": communication, training, monitoring and follow-up. In his view, successful change depended on the level of involvement and commitment on the part of managers.

Although this model can serve as a basis for reflection, recent structural changes and Covid s current economic crisis have prompted us to rethink our approach and re-examine how best to support change and the people it impacts. In particular, we need to consider new societal expectations in terms of work organization. With digitization and the restructuring of work methods, needs are now turning towards more collective intelligence, collaboration and so-called "agile" methods. In a word, workers are looking for greater flexibility.

" 37% of HR managers feel that their organization s learning culture does not adequately encourage employees to acquire new skills. 55% of HR managers believe that their organization s leaders do not have the necessary tools to carry out the required organizational transformations[2]. "The crisis will have had the merit of imposing organizational changes and opening up some workers to new horizons. If managers fail to listen to new aspirations, tensions are likely to build up quickly.

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‍Digitalization

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Digitization is one of the changes that can bring real freedom to organizations and the people who work in them. It enables a new liberation and circulation of information, thus facilitating communication, a key factor in the success of social and professional relations. Some researchers even speak of an industrial revolution, reorganizing work and interactions between individuals in a new way, offering organizations a real opportunity to improve their operations. Digitization is liberating in the sense that it alleviates material and administrative constraints, enabling faster, simpler, smoother, more flexible operations.

The major challenge behind digitization is to involve all stakeholders in order to take into account the difficulties and capabilities of each. In particular, this means ensuring that employees are not just users of the new technologies, but players in them. That s why it s essential to develop more advanced modes of collaboration, as well as more effective listening and dialogue skills. Then, change can be more quickly and serenely apprehended by all the stakeholders concerned. A more open attitude to change is necessary, if it is to be accepted by all, and beneficial to all.

Sources

Digitization and business development in a cooperative union: towards a liberated organizational model? Jean-Paul Méreaux, Jimmy Feige In Question(s) de management 2020/3 (n° 29), pages 95 to 103

Should we be afraid of organizational change? Kevin J. Johnson, David Autissier, Article written in collaboration with Emmanuelle Gril, Gestion 2020/2 (Vol. 45), pages 54 to 60

Libération - Les Français et le changement, by Alain Duhamel, published on September 5, 2018

Les Echos - Et soudain, les Français aiment le changement, Erwan Nabat (Managing Partner, Alter&Go), Published Dec. 27, 2017

[1] Erwan Nabat, Les Echos, Et soudain, les Français aiment le changement, 27/12/2017

[2] Kevin J. Johnson, David Autissier, Emmanuelle Gril Faut-il avoir peur du changement organisationnel? Gestion 2020/2 (Vol. 45), pages 54 to 60