"Are You Drunk?” 4 Ways to Dare to Change Within a Team
From time to time, most of us feel the desire to do something differently at work: to be a more confident speaker, a more reasoned leader, or simply to approach things in a new way. Even when we manage to gather enough courage, knowledge, or skills, attempts at change can quickly be shut down by teammates’ reactions, pushing us back into old routines. This happened in one of my teams, where a colleague’s attempt to lead meetings in a more substantive way was met with a question about their level of intoxication.
Using argumentation skills as an example, here are four things to keep in mind when trying to introduce change in a work environment.
1. Be prepared for pushback
At work, we are constantly focused on solving problems. Effective teams consist of people who operate according to familiar patterns and are predictable. Moreover, for evolutionary reasons, the human brain is highly attuned to monitoring its environment, detecting changes, and assessing potential threats.
As a result, changes in familiar communication patterns can trigger quick reactions in others, doubt or even skepticism, even when the change feels entirely logical and beneficial to you.
2. The range of reactions: anger, humor, sabotage
People often respond to change automatically. When we think about important conversations in life, such as those with a partner or a manager, we tend to invest time and attention in preparing how we express ourselves. At work, however, we are often on a kind of autopilot, reserving our full attention only for the most complex tasks.
This means that a colleague introducing change may be met with automatic and, at times, inelegant reactions. Colleagues may joke, ask skeptical questions, or simply ignore the behavior altogether. It’s important to understand that these reactions are usually not personal; they are a common way people respond to disruption of familiar routines.
For change to take hold, it requires not only a new behavior but also additional determination and patience during the transition period.
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3. Adjust the change
When changing any behavior, we are usually moving away from habits we have practiced for a long time. As a result, when adopting a new behavior, we may initially lack a nuanced understanding of how to apply the skill flexibly.
For example, when practicing more confident argumentation, we may at first argue too aggressively, too frequently, or in inappropriate situations. Colleagues who are gradually getting used to the change can, in these moments, serve as a valuable source of feedback and a reality check.
4. Acknowledge and recognize the value of your change
Most people want to change how they work for legitimate reasons. More confident argumentation in meetings, for instance, can support individual career development while also benefiting team strategy or client relationships. However, seeing someone succeed with change can prompt others to reflect (not always positively) on their own behavior.
For some, the easiest way to avoid change is to criticize it. When you take on a trailblazer role, it is therefore important to reinforce your own behavior. The simplest way to do this is to consciously notice your new habit and its impact, and to acknowledge yourself for it. Keeping track of what went well on a daily or weekly basis is an effective way to sustain change.
Creating new work habits takes time and courage
Changing your work habits can be valuable, but it is rarely easy. Initially, change may trigger doubt and skepticism among team members, as well as automatic reactions such as ignoring or overreacting.
While practicing new behavior, you may need to adapt it to reality, as your initial understanding of the behavior may be overly rigid or simplified. To sustain change, it is important to be kind to yourself, to acknowledge the effort involved, and to continually notice the positive impact of your actions.
The most rewarding moment comes when, over time, the new behavior becomes the norm and therefore much easier and more natural. What changes would you like to make?
Anna Karolin
Trainer and Moderator
SpeakSmart
SpeakSmart is Estonia’s leading training and consultancy company in argumentative communication. Its mission is to help individuals and teams communicate effectively, think critically, express their viewpoints clearly, and make sound decisions. Over 18 years of activity, the company has trained more than 22,000 people.