PhD, Communication/Relationship Coach, Etiquette Expert, Founder of the Academy of Social Competency.
Currently, we are experiencing a period of turbulence and adjustments. Change may range from the possibly predictable to unforeseen circumstances, such as planned job shifts to unexpected quarantine and isolation. In any event, these situations violate the usual flow of life, creating tension and discomfort. It is quite logical to search for that fulcrum, which will not only withstand the stress, but may be used to our advantage.
I often hear comments such as “I feel bad, but I can’t do anything about it,” “I don’t know how to change things,” or “I find it difficult to get out of my comfort zone.” People really believe these thoughts, not realizing how much they are misinforming themselves. Let’s recall what a comfort zone is. I think of it as the usual state of life whereby a person incorporates energy, success, health, happiness, well-being and a goal of attracting the right people — i.e., living a good life. Anyone who feels miserable cannot be in the comfort zone, and this is the first mistake that most people make — mixing the terms.
A person who is sick, who is in a negative relationship, who does not have enough motivation, who hates their job, or who feels tired, depressed and frustrated most of their time cannot call their state a “comfort zone” — it’s a cognitive distortion. In this circumstance, the brain does not comprehend why something that is seemingly comfortable should be subjected to change. Our brain naturally reacts with resistance as a protective mechanism. People are trying to establish an exit strategy to leave a comfort zone that doesn’t exist in the first place — quite the paradox! Here, there is a substitution of concepts — we refer to habitual, even negative states as a “comfort zone” instead of a more accurate name such as a “habit zone.”
A habit is an action or inaction that gradually forms as a result of systematic repetition. It’s kind of an addiction to a certain pattern of thinking, feeling and acting with the cessation or reduction of the reaction to the stimulus. Once developed, a habit remains stable (automatic) even after eliminating the causative stimuli that lead to its development — that is, even when circumstances and conditions are changing, a person continues to react with an automated action or inaction. Moreover, existing habits make it difficult to form new ones.
What can you do? How do you keep up to date and innovate with the circumstances? Here’s how:
1. Accept the fact that a comfort zone and a habit zone are mutually exclusive.
2. Formulate a comfort zone. This can look different for everyone, but it’s important to identify key elements, whether to have a favorite job, a decent salary, a circle of like-minded people or to experience interest, development, connectivity, etc.
3. Correlate the habit zone with the comfort zone in order to extrapolate the current situation from the desired.
4. Understand that changing existing habits may include a certain level of stress.
5. Determine what actions will be supportive as you process information and move toward the comfort zone. It’s appropriate here to address the concept of the “zone of proximal development.” It was introduced by Leo Vygotsky and initially focused on the discrepancy between the level of a child’s existing development and the level of potential growth, which is a child’s ability to develop under adult guidance and in collaboration with peers. Previously this concept applied only to children; however, today it may embody adult change given that people never really stop developing. The zone of proximal development is located between the habit zone and the comfort zone.
6. Know that actualizing the transition from one zone to the other involves the assistance of a “more knowledgeable other” or someone who has a higher level of development in a specific field and who can provide leadership/mentoring in the zone of proximal development.
7. Monitor your level of stress, which is necessary for development at moderate levels, but harmful at excessive levels. This transition from the habit zone to the comfort zone should be moderately stressful and not move into distress — maintain productivity. Stress levels are a way of measuring the right load. If it becomes too difficult, if things aren’t working out, this may indicate that a person is going beyond the zone of proximal development into a “zone of distant development,” which can cause distress.
8. Give yourself positive reinforcement in the form of pleasant rewards that encourage and support further change.
Surprisingly, if such an algorithm is transferred into the field of human resources or business development, it should also work effectively. In this case, the first step is accepting that the current situation is in a period of stagnation that does not meet current requirements. The second step is formulating a comfort zone — profit, developing new markets, expanding the product line, attracting customers, etc. The third step is correlating the habit zone with the comfort zone to differentiate the current situation from the desired one. The fourth step is accepting that with a change of habit, the price to pay is stress. The fifth step is determining goals and objectives based on the information received, and implementing quantitative indicators as a measure of assessment. The sixth step is attracting “more competent others” within the company or hiring outside professionals. The seventh step is modulating stress levels by utilizing company reports, corporate liaisons, mentors’ feedback, team building processes, corporate events, etc. The eighth and final step is providing positive reinforcement in the form of gratitude, honor boards, incentives, bonuses, career growth, dividends, participation in profits, etc.
The sequence of all the above steps, both in personal and business settings, helps in actualizing efficiency and effectiveness in today’s turbulent environment. On the one hand, we ensure the timely assessment of habits, while on the other, we are supporting a progressive movement toward the comfort zone.
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PhD, Communication/Relationship Coach, Etiquette Expert, Founder of the Academy of Social Competency. Read Naira Velumyan’s full executive profile here.
PhD, Communication/Relationship Coach, Etiquette Expert, Founder of the Academy of Social Competency. Read Naira Velumyan’s full executive profile here.