Combining the practical application of social interaction theory, neuroscience and a psychodynamic understanding of social power networks.
Jason Langley and Joanna Traynor, founders of Senseia, share strategies for tackling toxic cultures, dynamics and resistance at all levels of the hierarchy.
As change managers, we often encounter challenges that test not only our strategies but also our emotional intelligence. One of the most complex issues is managing change within toxic cultures. Recent insights shared during a highly impactful session with experts from Sensei highlight the importance of understanding emotional dynamics and leveraging practical frameworks to drive meaningful transformation in such environments. Here are the session’s highlights and actionable takeaways that can make a real difference in your change management practice, by tackling toxic cultures to prepare for change.
The Emotional Terrain of Change
At the heart of Sensei’s approach is the belief that emotions are fundamental to the success of any change initiative. They emphasise that change isn’t just about processes or systems—it’s deeply human. The failure to account for emotional buy-in can derail even the most well-planned initiatives. A key message is that managing emotions is not a “soft” task; it is central to achieving lasting outcomes.
Sensei’s work starts by addressing the emotional terrain of organisations through their “four P’s” framework:
- Payoff: Are employees fairly rewarded and recognised?
- People: Do team dynamics reflect respect and mutual dignity?
- Processes: Are they transparent and unbiased?
- Purpose: Do employees see alignment between their contributions and the organisation’s goals?
These factors underpin psychological safety, which is essential for fostering a culture ready to embrace change.
Why We Resist Change
Humans are wired to seek certainty. Our brains are constantly predicting the future based on past experiences. Change disrupts this balance, triggering stress responses that make people resist. As Joanna from Sensei aptly noted, “The brain prefers the certainty of misery over the misery of uncertainty.”
Key contributors to this resistance include:
- Ambiguity and lack of structure
- Unclear boundaries or roles
- Complexities that overwhelm teams
By recognising and addressing these triggers, change managers can ease transitions and foster acceptance.
Leveraging Key Models for Change Management
The session introduced several models designed to normalise and manage emotional responses during change. Each provides a unique lens to assess and navigate the dynamics of change.
Bridges’ Transition Model
This foundational model underscores that all change begins with an ending. The process unfolds in three stages:
- Endings: Acknowledge and validate the sense of loss. Encourage individuals to identify what they are leaving behind and what can be carried forward.
- Neutral Zone: Often described as the “wilderness,” this phase is marked by uncertainty but also presents opportunities for creativity and experimentation.
- New Beginnings: By managing endings well, organisations can unlock enthusiasm and commitment for the next chapter.
A case study from Viacom demonstrated the effectiveness of this model. Employees were guided to let go of their identities tied to individual brands and embrace a new, collaborative creative hub. Acknowledging their emotional responses and leveraging their strengths paved the way for a successful transition.
Transactional Analysis: Parent-Child-Adult States
This model explores interpersonal dynamics and power relationships during change. The three states are:
- Parent: Can be nurturing or critical, often associated with hierarchical authority.
- Child: Represents feelings of powerlessness or defiance.
- Adult: A collaborative, curious, and solution-focused mindset.
Shifting dynamics from parent-child to adult-adult fosters meaningful dialogue and co-creation, breaking cycles of rebellion or compliance. Practical techniques, such as role-playing exercises, can help teams articulate their emotional perspectives and move towards collaboration.
Window of Tolerance
This neuroscience-based framework addresses how individuals and organisations handle stress during uncertainty. Operating within the “window of tolerance” allows access to rational thinking and creativity. Techniques like 7-11 breathing (seven seconds in, 11 seconds out) can help individuals regulate stress, enabling their prefrontal cortex to re-engage and respond thoughtfully.
Existential Status and Payoff
The “I’m OK, You’re OK” model emphasises the need for mutual respect and understanding. It discourages polarising dynamics, where one side feels superior or defeated. Instead, it promotes a balanced space where diverse perspectives contribute to shared goals.
Practical Tools for Change Leaders
To effectively manage emotional terrain and reduce resistance, Sensei advocates for tools that encourage responsibility and collaboration:
- ESO Framework: A simple yet powerful tool asking:
- Evidence: Does the problem truly exist?
- Seriousness: How critical is it to address now?
- Options: What are the possible solutions?
- Responsibility: Who will take ownership?
This iterative approach ensures accountability while fostering a continuous improvement mindset.
- Storytelling: Stories are deeply emotional and persuasive. Encouraging individuals to share their experiences normalises their feelings and creates a shared understanding that facts or policies alone cannot achieve.
Avoiding the Cost of Toxicity
Poorly managed change often leads to dysfunction, wasted resources, and entrenched toxicity. Without addressing the emotional needs of teams, organisations risk creating environments where resistance becomes entrenched and productivity suffers. Sensei stressed the importance of proactive emotional management to prevent these pitfalls, pointing out that reversing toxicity takes far more time and resources than addressing it upfront.
Key Takeaways for Change Practitioners
This session serves as a powerful reminder of the human element in change management. Here’s what you can apply immediately:
- Embrace the Ocean of Emotion: Recognise that emotions are not obstacles—they are part of the solution. Build strategies that honour and navigate these emotional landscapes.
- Set Boundaries and Structure: Provide clarity to reduce ambiguity and create a sense of security.
- Acknowledge Endings: Give teams space to process and grieve what they are leaving behind.
- Encourage Curiosity: Foster adult-to-adult dynamics by prioritising dialogue and collaboration.
- Leverage Neuroscience: Equip your teams with practical tools like breathing techniques to stay grounded during high-stress periods.
For those eager to dive deeper, the full session recording and related resources are available in the Member Hub. This is a must-watch for anyone looking to refine their approach to managing change and will be tackling toxic cultures to prepare for change.
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