The Impact of Transitions

Abstract

This chapter explores approaches for recognising, understanding and working with ambiguity, which is an inherent natural aspect of all transitional processes. Drawing on clinical psychology, neuroscience and Buddhist philosophy informed by applied research, it unveils the origins, symptoms and impact of ambiguity anxiety; aspects that reveal how the constructs of the Western mind-set contribute to anxiety and fear-based responses and behavioural responses that unintentionally make the process of navigating change challenging and stressful experiences. It uncovers the foundations for what has generally become termed as ‘resistance to change and politics’ in organisations. Case studies provide practical insights for learning how to recognise the symptoms of ambiguity anxiety in individuals, teams and organisational environments. It also introduces the concept of the importance of ‘knowing the nature of the self-self relationship’ as a core transition leadership competency.