When we think about change at work today, we tend to assume its inevitability and focus our attention on how to manage it — what methods and processes and technology and communication we need to put in place to have it move ahead more smoothly. Of course, some change is necessary, and some is inevitable. But not all of it. What the scientific literature on predictability, agency, belonging, place, and meaning suggests is that before we think about managing change, we should consider the conditions that people need at work in order to be productive. In this article, the author explains why we should cultivate a renewed appreciation for the virtues of stability, together with an understanding of how to practice “stability management.”
