We know that change commonly causes stress. Okay ... so who’s causing the changes?

Usually higher management takes the rap. After all, the people at the top call the shots. So on the surface it seems fair to accuse them of being a main source of the emotional strain and pressure. Plus, if upper management’s actions seem to be the problem, doesn’t it make sense to hold them responsible for providing the solution?

No. For several reasons.

To begin with, appearances can be deceiving. The top management moves are often reactions.

Chances are, the organization is simply trying to respond to some outside force. Maybe stiffer competition. Sharp economic turns. New technology. Or shifts in the market place and customer expectations. If management is simply trying to deal with a more basic, underlying problem that threatens the organization’s future, then that root cause is the real culprit.

But suppose this line of reasoning hits you as a rather weak defense for management. Maybe in your opinion it doesn’t get them off the hook. 

Let’s say, for instance, that you believe somebody made a bad call. You think there was a better way of handling the situation. With that in mind, you insist that somebody else caused unnecessary stress, and so they should bear the burden of protecting you against it.

What if they don’t ...