danger of acting as if, The

"Creating a Shift" is devoted to reader ideas that have helped create shifts from resistance to change. If you've had success with a particular strategy, contact author Rick Maurer (sending him a sentence or two of description is fine), and he'll get back to you about presenting your strategy to Journal readers. You may reach Maurer at the phone/fax numbers or e-mail address listed below.

IN THE DAYS AND WEEKS FOLLOWING SEPTEMBER 11, I SAW MY clients treat each other with great sensitivity. Most understood that work couldn't go on as usual. People were frightened, stunned, numb, angry, and confused. We slowed down work and changed to accommodate those intense emotions. People talked with each other. They took time to check in and see how their friends and colleagues were doing. For the first two weeks after September 11, virtually every conversation I took part in included some reference to the events of that day. That sensitivity to emotional reactions was commendable -- and desperately needed.

I am writing this column almost one month after the September 11 tragedy. I can't predict what will be capturing the headlines by the time you read this. I can only hope and dream that war is over and that the people of the world are resting easier. But even if these dreams do come true, I will still be concerned. My fear is that we may act as if things are back to normal, act as if life is business as usual, and act as if we can push our emotions aside as we focus on the tangible and concrete aspects of work.

In September, if you felt listless and just couldn't seem get things done, it was probably pretty easily understood. All you needed to do was look around and you saw others reacting in a similar fashion. On CNN you heard people telling their stories and experts explaining why feeling bad was a natural reaction. But later on, when the news shows turn to other things, we will be left to rely on our inner resources. As we look around, we may see little out there to support what's going on inside us. It is as if everything returned to normal.

As time goes on, I think we will plan meetings, set deadlines, and make air travel plans without considering either the effects of September 11 or the fear of what could happen next may still have on us.

Of course life does go on and we still need to get things done. But I believe we are making a mistake if we ignore emotional reactions that are still very much alive.

Except for extraordinary events like September 11, we usually don't allow too much talk about emotions at work. But emotions are vital. They allow us to get excited about some new initiatives - and the emotion of fear is a major reason why we resist some other ideas. The events of September 11 add a new layer of potential emotional resistance. It is as if a shroud has been draped over some and saps their enthusiasm for work. Even if we see the benefit of a new quality improvement process, our hearts may not be in it.

As people promoting quality in organizations, we may find less enthusiasm from those who need to support our ideas. We may even find ourselves oddly dull and lacking much excitement for a project that was a dream come true only a few months ago.

So what do we do? When people's excitement for our ideas is less than we had hoped, we should screen for the possibility that longer-term reactions to the events of September 11 may be at play. The fear born that day may be with us for a very long time and we should pay attention. We can use our close friends and ourselves as barometers of what's going on around us. We can ask ourselves, how are we doing? What's our own enthusiasm for work these days? What do we need? Often this quick informal scan can yield important clues and ideas for ways to work with others.

In the months to come there will be no magic answer (although I am certain there will be those who will try to sell us one), but I believe our ability to stay open and honest with ourselves can provide the foundation for ways to get things done while respecting whatever emotions might be influencing how we think and react to work and life.

Rick Maurer is author of Beyond the Wall of Resistance. You can receive articles and assessment tools on change at no charge by visiting his Web site at www.beyondresistance.com.

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