Change is constructive only when people are comfortable.

1^st Person: “Well that’s profound advice. When people are uncomfortable with change it destroys a piece of them. It consumes energy in a destructive way. So, change is destructive when people are uncomfortable.”

2^nd Person: “I disagree. That's not profound advice. Uncomfortable or not, people work their way through change and accomplish amazing things. So, whether people are comfortable or uncomfortable as change is happening change can result in constructive things.”

1^st Person: “The process of change starts with discomfort. For many people, the discomfort is intolerable and change stalls out before it has a chance to root itself into behaviour.”

2^nd Person: “I can agree with that point. But, the fact discomfort often results in failure to change doesn’t justify a conclusion that change is only constructive when people are comfortable.”

1^st Person: “True. Let’s approach this from a different angle. Consider the role confidence plays. Can a person be uncomfortable and confident at the same time?”

2^nd Person: “No. I expect a person cannot be both uncomfortable and confident at the same time. In order to be confident a person must possess a level of comfort.”

1^st Person: “Consider courage. Can a person be uncomfortable and courageous at the same time?”

2^nd Person: “Yes. I believe courage is about experiencing fears and overcoming them. While a person is experiencing fears they are uncomfortable. Courage happens when people feel uncomfortable and through either constructive thought or constructive action or both they overcome their fears.”

1^st Person: “Would it be accurate thinking to consider constructive change happens two ways: constructive change happens when people are self-confident and comfortable and when people are uncomfortable and muster the courage to overcome their discomfort?”

2^nd Person: “Yes. I believe that is accurate thinking. And, the second way violates the premise that change is constructive only when people are comfortable.”

1^st Person: “Let’s discuss courage in a little more detail. We have agreed courage involves thinking and/or acting despite discomfort. Would you agree, courageous thoughts and actions are constructive if they are aligned with our values and goals?”

2^nd Person: “Yes. That’s a good way to define ‘constructive’. If thoughts and actions are consistent with our values and take us toward our long-term goals then they are constructive thoughts and actions.”

1^st Person: “We see evidence confirming at least some courageous thoughts and actions meet that definition, so they are constructive.”

2^nd Person: “True.”

1^st Person: “Are those courageous actions in the zone of habits or in the zone of events, including singular events?”

2^nd Person: “There are many stories of spectacular examples of courage…mothers protecting their children, soldiers risking their lives to save comrades, firefighters risking their lives to save people and animals, etc. These could be either singular events or habits…a mother protecting her children could be singular and a firefighter saving lives could be considered a habit.”

1^st Person: “What are your thoughts about firefighters? How do they handle that dangerous job? How do they muster the courage?”

2^nd Person: “Perhaps, they are born mentally tough? Perhaps, mental toughness is a prerequisite for the job? On the other hand, I understand firefighters receive intensive training…physical conditioning, simulations of rescue scenarios, etc.”

1^st Person: “Agreed. Soldiers and firefighters and others who perform in dangerous situations receive intense training. Would you agree their training builds their confidence?”

2^nd Person: “Yes. I see where you are heading. Many instances of courage happen as a follow-up to well-planned training programs designed to build confidence and the ability to be comfortable when dangerous situations must be faced.”

1^st Person: “So, if firefighters and soldiers are natural-born courageous people then they do not need to change to be courageous. On the other hand, if firefighters and soldiers are not natural-born courageous people then their bosses must provide education and planned exposure to help them gain comfort and confidence so they can make the changes required to ensure they are able to perform their jobs.”

2^nd Person: “I see. You have provided a good example of how teaching people in comfortable steps helps them make constructive change. But - do you believe this means there are no examples that confirm change can be constructive when people are uncomfortable?”

1^st Person: “There are some examples. In certain uncomfortable situations – often crises situations – people react in most-constructive ways and the event results in lasting and constructive change. However, these examples are so rare there’s little value in seeking them out. They are rare in life and even rarer in business. In business change is constructive only when people are comfortable.”

2^nd Person: “I follow your logic…and I plan to give this more thought.”