When asked if he was concerned that he would confuse the market when they decided to split popular check-in app Foursquare into two separate apps, founder Dennis Crowley told Inc.
“Initially, we heard a mix of complaints and praise. But 90 percent of Foursquare users adopted Swarm for check-ins within a matter of weeks, we we think we’re on strategy. On the internet people don’t like to change until they experience it.” 
I don’t think this is limited to user habits on the internet.
In the 4 years my wife has been in leadership at the world-changing school we help run, she often receives (as most leaders do) complaints and criticism from different stakeholders about “all the change” they’ve experienced over the years. But when asked what specific changes they’re unsettled with, rarely can they come up with specific changes they are discontent with.
It’s not because things haven’t changed. It’s just that, rationally speaking, they (read: we) love positive change (and our staffers tell us as much). Yet emotionally there is a resistance to change.
Rationally, we see the need for improvement and organization and change. Emotionally, our reaction to change (or the mere suggestion of it), at least initially, is often in opposition of it.
Change is rarely the path of least resistance, which is the path we’ve been conditioned to want and too often take. Embracing change is never a default mode in our comfort zone. Change is scary because with it comes an innate sense of ambiguity and uncertainty — two variables our control-addicted culture resists. Tolerance of these things is a feature we must cultivate and learn to love (or at least manage) if we want to grow and develop as leaders and as humans. Embracing and navigating and initiating change is a key ingredient if we’re looking to move from a fixed mindset to a growth-mindset.
Fortunately, we always have a choice when change is upon us.
We can choose to scream, cry, rage, complain, and criticize, get angry, dig our heels in, sandbag, or run away...
Or we can choose to observe the changing landscape as objectively as possible and ask ourselves: how can I use the change to benefit, grow, further our mission and further my calling?
We can choose to be paralyzed by the shifting state of affairs. Or we can choose to leverage this uncertainty and ambiguity (and the paralysis of others) to connect more, impact more, drive more value.
Tolerance of change, ambiguity, and uncertainty seems to be a common denominator of the successful and effective leaders in almost any sphere of culture. It allows our best leaders to remain relevant, connect with others, and seize opportunity.
Questions to Push You Towards Leadership In Change
Here are a few more probing and guiding questions we can ask ourselves when we confront change:
What can I control here?
In what ways can I be part of leading this change? How can I be proactive in the change versus being driven by it or reactive to it?
Why am I finding myself resistant? What do I feel like I’m losing by changing? Is there anyway to embrace this change while maintaining the best things from what we were doing?
Is it helpful and beneficial to complain, criticize, get angry or mad? If not, how can I take captive those emotions and harness them to my advantage?
How could this change actually spur me to grow? Is there a way I can frame this to develop more grit, resilience, perseverance, strength of character?
Where is the opportunity here (to love, to profit, to connect, to impact, etc.)?
Does this change inhibit my ability to live out the gospel — that is to love God and love others? Or does it create more/new opportunities to shake things up and do so.
Quoted from Inc. Magazine in an article by Scott Gerber, October 2014
Further Perspective on Change
Explained: Why We Don’t Like Change, Huffington Post article by Heidi Grant Halvorson, PHd
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