We tend to think about change in relation to the states we move to or from: the response to the Covid-19 pandemic is about the freedom before it arrived compared with the restrictions of the lock-down. The key component, though, is the transition. We quite quickly adapt to new situations, and having to work from home or not being able to meet friends becomes the new normal. What may be overlooked is the process of getting from one state to the next, and it’s here that resilience comes into play.

Ordinary workdays are currently a thing of the past as the world grapples with the Covid-19 pandemic. Those of us who can are now having to work from home, but in circumstances not at all like an office. Schools are closed, so the children are at home too, and shopping for daily necessities is a hit-and miss affair: will there be any pasta available? Probably not, as a consequence of needless stockpiling by some shoppers.

Chimpanzees and bonobos are physically almost indistinguishable, other than a small difference in size (chimps tend to be a bit bigger). Where they do differ significantly, however, is in their behaviour, most obviously in the way their societies are structured: chimpanzee groups are patriarchal, governed by a dominant alpha male; bonobo groups are generally ruled by females. The way this plays out in their behaviour is that chimpanzee societies are characterised by aggression. They assert their dominance by fighting or killing rivals, strangers and even young chimps, and beat female chimps in to sexual submission. Bonobo societies, by contrast are a haven of relative peace and cooperation. Sound familiar? If you recognise a chimpanzee manager from your workplace, before you jump to any conclusions let’s first get this into perspective!

We often think about attention as a kind of light beaming out from our minds. An analogy might be a torch beam that moves around in a dark room, highlighting whatever you point it at, but as with all analogies it has limitations! The most important difference is that the torch makes no response to what it shows, be it a chair or a tiger or a corpse. What our minds add to the process is perception, toned by emotion, and it is emotion that draws us to look longer or to look away. Attention might be given in an objective torch-like way, but that would be rare – our response to just about everything has an emotional tone of some sort.

The more important aspect of the process from our perspective is whether or not our attention becomes caught by what we perceive. A practical example illustrates this:

In the Challenge of Change Resilience Training we dispense with the conventional idea of ‘good’ vs. ‘bad’ stress. The distinction makes no sense – if they’re both called stress, how do you know the difference? We resolve the issue by distinguishing instead between pressure and stress, which is not mere wordplay: pressure can be defined precisely, as a demand to perform.