The Problem with Change: Author Ashley Goodall

Ashley Goodall has spent 20 years in various roles in HR, covering everything from performance management to leadership. He spent six years at Cisco as the SVP of HR. He left Cisco to write his book, “The Problem with Change,” which was just released. In it, he addresses the problems that accompany change. To write his book, Ashley interviewed people around the world, asking them to tell their stories of organizational change. Many people told miserable stories, stories of unending change propelled by mergers, new leadership, new strategies, and much more—much of it unnecessary. What was the result?People were struggling to do their jobs because of the constant change. Yet organizations are rewarding leaders to do things that make it hard for their employees to do their work! That’s a problem, right? So, what should we do instead?We have to understand the conditions of human performance to understand how we can “do” change better. Ashley begins to dissect that complicated yet fascinating topic in this episode of Workplace Stories.You will want to hear this episode if you are interested in...Join the RedThread Community [1:34]Why you should listen to Ashley Goodall [4:49] What is the problem with change? [7:09]Why Ashley wrote another book about change [10:34]The problems that accompany change [12:45] Looking at meaning and purpose differently [18:53] The story of Alexander the Great [23:38] The connection between meaning and ritual [25:29] We need to stop treating humans like “SKUmans” [29:10]The lightning round [33:08]Getting good at stability management [36:38] What we can learn from “the pistols” [39:59]How to create belonging on your team [44:21]Focusing on your teams to create stability [45:43] Learning how to radicalize HR [48:53] Ashley’s biggest takeaway from writing a book [53:11] The problems that accompany change Ashley addresses five core problem areas that accompany change: UncertaintyLack of control Lack of belonging DisplacementLoss of meaningThe feeling of belonging is intuitive. Humans form social groups. Those groups are massively important to psychological health, sense of identity, and cognitive processes. The way we think is socially mediated. A team gives you a sense of belonging. It’s a source of massive stability. Teammates complement each other so together they can meet a goal that couldn’t be achieved alone. When reorganization happens, all of the social groups at work are upended. In his book, Ashley also dove into the science of “place attachment.” People get attached to places. Place is a thing strongly tied to work. But there’s also a connection between ritual and place.Our habits are a mechanism by which we grow attached to a place. Habits and rituals tied to place have people saying “It’s where I do this” or “It’s where we do this.” When offices are changed or people are moved, you disrupt the rituals attached to that place.Those places are a source of stability. And for people to do their best work, they need stability. All of these facets of a human—certainty, control, social groups, sense of place, ritual—are the foundation of showing up at work and being useful. Everyone wants to be useful. How we design the workplace hinges on these things.Ashley is clear: “Sooner or later you have to ask people what they want and listen to what they tell you.”How Ashley looks at meaning differentlyAshley points out that the world around us must make sense. You can’t be uplifted by the mission of an organization if you can’t...