Movement. That’s all it takes to be alive.
And yet, we tend to have a love and hate relationship with movement. When movement take us away from problem, we love it. When it takes away our complacency and put ourselves in uncertainty, we hate it.
In organization, movement is a paradoxical aspect. It gives power, and it takes power. Most of the time, everyone in the organization experience this. But, most of the times, they also fail to recognize it. In fact, most of them only see movement as something that takes their power out of them, instead of giving them a new power.
And some of you may already learned the most interesting part of power: The way you see it defines its existence!
In organization and business in general, we can see movement in many forms. The most common form of movement is the coming of new people. The other form is changing position/rotation and relocation. In general, movement in organization is about having new people to work and new environment to work in, and the inevitable new ways of working as a consequence of the earlier. This, for many, is a disturbance to the establishment and contentment. Movement is seen as a situation that provokes uncertainty and is creating a feeling of insecurity and instability. Movement changes the power dynamic within the organization.
Therefore, many feels anxious, or irritated, or even threaten by movement. When movement happens in organization, most people will start asking questions out of suspicion. Hence, movement make some people feel powerless. But some others see it as an opportunity.
If we see ourself as powerless, then we are definitely powerless. If we see ourselves as losing power, then we are really losing our power. If we see it differently, then we are actually transforming our power. This also applies with the power dynamic in organizational movement. If we see that movement is opportunity to reconstruct the power dynamic, then we are expanding our power.
The way we see movement decides whether our power is decreasing, or expanding. Obviously, I’m an advocate of the latter. Any movement gives energy, a disruptive effect to the current establishment. This bring back negotiation into the table, and possibility for improvement is at its highest potential.
The only question that matter is: What will we do when movement is in occurrence?