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Three Strategies for Sticking With the Changes You Want to Make (#40)

Mar 11, 2021

When friends would ask how I was doing or what goals I had set for myself, I would answer that my goal was to figure out why I don’t do what I claim I want to do. Most of the time they responded with sympathetic laughter. They know how hard it is to break old habits and start new ones.

Sometimes I have managed to change my behavior permanently. For about 20 years I had a frozen left shoulder from an old injury. I could raise my arm only so high before the pain and crackling noises would stop me. I considered it my fate until one day I read about frozen shoulders and understood that my bones, muscles, and nerves had settled in one place. They would have to be disturbed if I ever wanted to raise my arm above my head again.

I placed my vitamins on a high shelf, forcing myself to reach for the bottle every day. At first I would stand on a stool, then use my right arm to lift my left arm to reach for them. Day by day, repeated action after repeated action, I would reach for those vitamins. Eventually I learned how much pain I could tolerate before I was afraid of breaking something. One year later I could reach for the vitamins with my unassisted left arm without a stool.

Let’s look at what we are up against when we try to make a change.

When we think of making a change, we think of these three simple steps:

In terms of my shoulder, it would look like this:

This is how we imagine intentional behavioral change is made. It looks simple and straightforward, but that’s an illusion. Carrying off a behavioral change is much more challenging.

Post George Floyd, when people realized that being nonracist was not enough, a few colleagues confided they wanted to change to be more active. One person mused that maybe she would join a voter registration drive, or start contacting our legislators on issues of importance, or get more active politically. This was in June. Last month we had the same conversation. What happened to her very sincere pledge to herself? 

Why don’t we do what we claim we want to do?

The actual process of change is similar across personal, organizational, community, family, and societal levels. Volumes have been written about this process, so this is a bare bones description.

Let’s start by reframing the above model.

What pitfalls do we face? These three occur in most change efforts.

  • Underestimating the trajectory of change and how long it takes to make the change
  • Not setting up the environment to support the change
  • Working on the change at the level of behavior rather than the level of identity

We’ll take them one at a time.

Pitfall #1: Underestimate the trajectory of change and how long it takes to make the change

I was a guest on a recent Melanated Social Work Podcast1. The hosts, four impressive Black guys who appeared to be Gen Xers, asked me to tell their listeners how to respond better to racial insults. 

Here is the exchange:

Host: I keep going back to this phrase that I was introduced to through the legacy of the Panthers: the idea of a revolutionary discipline.

Jean: If there's one thing I got out of my Columbia School of Social Work program in community organization, it’s revolutionary discipline. We had to be committed to the people, and we had to believe that the people couldn't be self-governing if they didn't know what to do. We had to be patient as they walked – not ran – to where they wanted to go.

When I’m hired for DEI workshops, I tell them that according to DEI research, culture changes in organizations routinely take 5-7 years. Some are shocked it takes so long, but most are simply relieved to know it takes time.

With personal behavior, common wisdom is that it takes 3 months. Actually, it takes less on average and we often take much longer. In one study of people making behavior changes (healthy eating, drinking, or exercising), the effort averaged 66 days and ranged from 18 to 254 days for the new habit to become automatic2.

People also underestimate the trajectory of change, expecting that once you begin a change, it should continue without interruption. Instead, they need to adopt the mindset of continuous improvement: small steps toward the ultimate goal with intermittent setbacks. The winner is the person who perseveres, no matter what. The nature of change is such that regression should be planned for and expected3. It is only the highly disciplined who can keep it up continuously.

Here’s the takeaway:

  • Persevere through ups and downs of change. If you fall off the horse, pick yourself back up and keep going. Don’t beat yourself up. It’s harder to do something if we fear failure. If we embrace failure as part of the process and learn from it, then when it happens, we can cut ourselves some slack and figure out a different way to make it work.
  • If you’re expecting someone else to change, or the work process to change, give them as much grace as you can. When you wonder why they don’t get it, think of any change you started that got stalled and give them grace.                                                                                 

Pitfall #2: Not setting up the environment to support the change

A common second error is to rely solely on willpower.

  • I will go to the gym at least twice a week.
  • I’ve noticed all of my friends are the same race I am. I will reach out to others who are different from myself.
  • I will suggest to my manager that we change the workflow to skip a step. That should be easy enough.

 

Despite our best intentions, a variety of factors will keep the status quo.

  • It’s hard to exercise before work because I have to get up early, and hard to go after work because when I come home, I’m too tired and there’s too much to do.
  • I did ask a coworker of a different race to meet me for virtual lunch over Zoom and she said she was too busy that day. I don’t want to be a pest and ask her again. Maybe I’ll wait for her to get back with me.
  • Yes I know that the step I am suggesting requires approval from downtown. And my manager has to get approval from her manager to even make the request. With all that bureaucracy, maybe I’ll just drop it. I don’t have time for all that.

 

Here are the takeaways:

  1. Plan ahead to see how you can restructure the environment to support the change you want.
  2. Think about potential obstacles and how you can neutralize them.
  • Can you shift your work schedule? Could you do three 10-minute exercise segments during the day? Could you have a podcast set up and ready to listen to while you exercise?
  • Can you join an online group geared towards fostering communications across racial and ethnic divides?
  • Can you meet with Mary ahead of time and get her input? Could you call downtown and ask them how they recommend you proceed?

Pitfall #3: Working on change at the level of behavior while ignoring the level of identity

Most of us embark on a change by trying to push ourselves to do a new behavior.

  • I’ll just set my alarm a half hour early and get up and do my exercises.
  • I’ll just send her another email and try again.
  • All Mary has to do is combine these two forms and we’ve collapsed two steps into one.

 

We expect willpower to carry the day. Yet time and time again, willpower has proven insufficient to change ingrained habits reinforced by environmental structures. 

Working at the level of identity provides a powerful advantage, by thinking of who you want to be. What I do is visualize who I want to be in a particular situation.

A friend once confided to me, “I just can’t see myself as skinny.” No wonder all of her diet efforts were doomed for failure. She went from diet to diet to diet and stuck with none. Each new diet and failure brought an overall confirmation of failure, until the last time I talked with her she didn’t even want to talk about food. She was unhappily resigned to her current weight.

"Whether you believe you can do a thing or not, you are right.”

(ascribed to Henry Ford)

The logical levels diagram explains this. Let’s see how I learned to respond to racial insults.

Robert Dilt’s Logical Levels Framework 4

 

I frequently put myself in environments where I had to learn how to deal with all kinds of people whose personalities and values were different from my own. I came to understand that people whose values were highly different (let’s say a Proud Boy) had values as strongly held as my own.

I began noticing my behavior, how the feeling of anger and hurt washed over me, and shifted my focus away from the other person to my own internal turmoil. This was the behavior I wanted to change. I knew that once my focus shifted from their hurt and anger to my reaction, I would become less competent in the interaction. Instead, I reaffirmed my values of a world that works for everyone. And then I began working at the level of identity.

Growing up in the segregated South, I endured many racial insults from Whites. It was par for the course. Yet the child in me was hurt. The difference now is that as an adult, I know that those hurling the insults had been socialized to do it and were coming from their own sense of fear and threat.

The question I asked myself was whether I could shift from the identity of a hurt child to one of a healthy adult who understands the person in front of me has pain. Their insults don’t reflect on me or my worth. Rather, they reflect on that person’s sense of inadequacy. If they really thought highly of themselves, they would have no need to insult me in any way.

Might I be in physical danger and would that change my perception? Well, it certainly would make me fearful, but it shouldn’t change my identity as a healthy adult talking to someone in a lot of pain who is directing their pain at me. To paraphrase Viktor Frankl, they may be able to harm my body, but I will not give them control of who I am5.

Let’s take the three scenarios. What would it be like to work at the level of identity?

  • I enjoy being physically fit. I have cultivated habits to keep physically fit. This is part of who I am.
  • I have friends of different races and ethnicities and religions. I’m open-minded. This is part of who I am.
  • As a change agent in my organization, I am patient. I understand people need time to adjust to change and I am willing to help them connect their goals to the change I have in mind. This is part of who I am.

These read as affirmations and you can write them that way. But it’s not what I do. Let’s go back to what the host in the Melanated Social Work Podcast said:

I think that patience is what our generation lacks. Right now we want it done tomorrow, right. I think this idea of revolutionary patience is key.

What I’m talking about is hard work. It requires revolutionary patience with myself. The challenge is getting myself to believe what I am saying about myself. Simply declaring the new identity won’t get me there. I may have to visualize, journal, read about others who have achieved.

Once I can bring myself to believe in the new identity, I notice hints of opportunities to make a change that I absolutely would have missed before. These serendipities happen all the time when you’re open to them. We miss them when we are stuck in failure or lack patience.

In my old identity, if someone (such as a Proud Boy) hurled racial insults at me, I would have focused on my internal wounds. Now, as someone who believes in a world that works for everyone, I feel the sting and then notice all the trappings the Proud Boy needs to feel better about himself. I notice the sadness in his eyes, or the triumph. And I get curious. Who is this person? How can I break through?

Change the way you think about change

At the beginning of this post, I presented this diagram for how most people think about change:

 

Here's an alternate way:

These three strategies help you stick with the changes you want to make:

  1. Persevere through ups and downs of change
  2. Set up your environment to support the change
  3. Align your identity with your intended change

 

Bottom line: Commit to the goal. Do the work. 

Questions to ask yourself:

  1. What is the one thing you want to accomplish that somehow never happens?
  2. Would you reframe an unsuccessful attempt that makes it easier to try again?

Leading Consciously concepts and skills covered in this blog post:

  • Initiating Change
    • Gain support for the change one person or small group at a time
    • Set a direction, not fixed outcomes
    • Persevere through the time lag of change; recognize small wins along the way
    • Keep in mind revolutionary patience

#ChangeStartsWithMe    #RevolutionaryPatience    #TimeLagofChange   #SmallWins

  


1  Episode 32 with Dr. Jean Latting: Leading Consciously. The Melanated Social Work Podcast. 

2  Lally, P., C. H. M. van Jaarsveld, et al. (2010). "How are habits formed: Modelling habit formation in the real world." European Journal of Social Psychology, 40(6): 998-1009.

3  Moshontz, H. and R. H. Hoyle (2021). "Resisting, recognizing, and returning: A three-component model and review of persistence in episodic goals." Social and Personality Psychology Compass, 15(1): e12576.

4  Dilts, R. (1990). Changing Belief Systems with NLP.     

5  Frankl, V. E. (1984). Man's search for meaning. New York, Washington Square Press Publication.

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