Change: A Paradox that defines us

Change is a constant in our lives. At every moment, something transforms: our experiences, emotions, and circumstances evolve inevitably. Biologically, our bodies are in constant renewal, yet our minds, in their search for stability, often resist this reality. Although change is an essential part of our nature, resistance to it remains one of our most common responses.

In organizations, this resistance is amplified. We fear what we might lose: stability, defined roles, or the security provided by the familiar. Yet managing from a place of fear not only limits growth but also increases the risk of falling behind. If we act out of fear of losing what we have, we risk sacrificing everything we could gain.

Change is not optional. Organizations can choose to adapt gradually, taking calculated risks and transforming proactively, or they can wait for reality to force abrupt and chaotic changes. The difference lies in how they approach it: from fear or with purpose.

Comfort Zone vs. Optimal Performance

As defined by Alasdair A.K. White, the Comfort Zone is a psychological state where a person or organization operates in a condition of “neutral anxiety,” using a set of behaviors to maintain a consistent level of performance.

While this zone might initially feel pleasant and conquered, it can become limiting, creating a dependency on certain places or routines and preventing the individual from exploring other productive scenarios. In other words, it hinders learning and prevents reaching the “optimal performance zone” or learning zone, where performance can improve under controlled stress.

Beyond the learning zone lies the panic zone (or danger zone), where performance rapidly declines under overwhelming anxiety, and no learning occurs. Here, individuals feel confronted by excessive, unmanageable challenges and may experience a state of paralysis.

This is why it is crucial to create an intelligent engine for change, rooted in constant, accepted, and normalized transformation that avoids excessive stress levels.

Adaptability as the Engine of Stability

Although it may seem contradictory, change is not the enemy of stability—it is its engine. Organizations that embrace change as natural are, paradoxically, the most stable. In their case, stability does not mean immobility; it implies developing the agility and resilience necessary to adapt to any circumstance.

Stability does not come from resisting change but from integrating the capacity for change as part of the organizational identity. Companies that achieve this can maintain their essence even when everything around them evolves. These organizations are rooted in solid values and purpose, yet flexible enough to meet environmental challenges.

Managing Change to Live Without Fear

Fear, when it dominates decisions, leads organizations to inaction or conservative strategies that prioritize preservation over innovation. This attitude not only stagnates progress but is unsustainable in the long term. In a changing environment, staying still is synonymous with moving backward.

Purposefully managed change allows organizations to take measured risks that better position them for the future. It is not about change for the sake of change but about doing so with criteria and long-term vision.

Five Strategies for Leading Change

• Turn fear into purpose: Instead of focusing on potential losses, connect change with a clear and positive purpose that inspires teams.

• Practice intentional change: Designing gradual steps allows for risk management, confidence-building, and a sustainable process.

• Create a shared narrative: A collective and participatory vision of change reduces uncertainty and fosters commitment.

• Reinforce trust in leaders and teams: Psychological safety is essential for people to experiment, fail, and learn without fear of repercussions.

• Adapt the pace to the context: Change does not always have to be fast. Balancing urgency and reflection ensures a sustainable and accepted process.

Change in Our DNA

Accepting change as a natural part of our evolution is the only way to build long-term stability. Organizations that integrate change do not need to fear it. Their stability stems from their ability to adapt and their readiness to respond to the unexpected without losing their essence.

Integrating change prevents us from falling into routines and, consequently, into our next “comfort zone.”

In 2006, White worked closely with John Fairhurst, conducting observational studies that led to the White-Fairhurst Performance Hypothesis. This hypothesis states that “all performance will initially tend toward a stable state, particularly after a period of performance improvement, and that stable state will then develop a downward curve leading to a significant performance drop.”

We cannot rest on our laurels. Change must become part of our DNA to ensure our stability and longevity.

At re.set, we believe that the most resilient organizations are not those that resist change but those that embrace it as an engine for continuity. Because, in the end, change is not a threat—it is the path to true stability in a world that never stops moving.