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GERRI KING, from page 5

two firms were similar in a lot of ways.” Prentiss Wickline did a lot of work in Seattle and the San Juan Islands in Puget Sound. Balance Associates worked primarily in the Methow Valley. The new firm effectively straddles the Cascade Mountains, giving it a bigger reach than the two firms individually. “It’s increased energy in design and in the culture of the of- fice,” Wickline says of the merger, noting that it’s allowed the firm to be more efficient in how it handles its portfolio. The firm’s primary clients are professionals from the tech in- dustry, retirees, owners of vacation homes, and final homes for long-time property owners. The firm, which has projects across the United States, specializes in structures that are in harmony with the surrounding environment, using, among other features, natural light, sod roofs, and solar gain. At least for now, the 11-person firm has no plans to expand. And for now, that’s not an issue. The firm is enjoying the current economic climate in the Pacific Northwest. “It’s still boom time, for sure,” says Wickline. “Seattle and all around the region.” “It’s still boom time, for sure. Seattle and all around the region.” 7) And, most important, include employees in the decision- making process whenever possible. The people who do the job every day know how to solve the problems. The more their ex- pertise is tapped, the more invested they’ll be in the outcome. Employees need to trust their executives and executives need to trust their employees. Be accessible and available and, please, realize that a one-time announcement is simply not enough. If, as most say, “your employees are your greatest asset,” reflect that philosophy as you facilitate change within your organization. Gerri King, Ph.D., is a founding partner and president of Human Dynamics Associates Inc. For more information, visit gerriking.com. changes and make a reasonable plan for getting it done. At the same time, recognize that everyone has his or her own pace. Respect personal styles – and to the extent possible – take them into account. When people believe their unique approaches will be tolerated, the pressure reduces and they can often make transitions faster. 4) Support one another. Those who are able to make changes more quickly can either be intolerant of those who need more time or they can help them in a non-judgmental way. Helping is rewarding and builds a team atmosphere. 5) Acknowledge that a single change affects the entire system. To the extent those ramifications can be anticipated, you’ll be that much farther ahead. However, it’s not possible to predict everything. Expect the unexpected. If the surprises are seen as normal, people will be less likely to be negatively affected by them. 6) It is essential to communicate far more often than usual even when there is not much to say. Keep as few secrets as pos- sible. Have more meetings rather than less, in order to check in. Time taken now will, ultimately, save time later.

is appealing does not mean we don’t long for the old. ❚ ❚ Stress increases. Stress results, not merely from hard work, but from the gap between working hard and not accomplish- ing what needs to be accomplished. Changes increase that gap. ❚ ❚ Finally, positive change can be just as stressful as negative change because with every gain there is a loss. There are trade- offs, both anticipated and unanticipated. “Include employees in the decision-making process whenever possible. The people who do the job every day know how to solve the problems.” So what should we do? 1) Recognize resistance, concern, anxiety, and stress as normal reactions during periods of change. We do not need to add judgment to an already tense situation. If people’s self-esteem is already strained by having to learn a new protocol, for in- stance, it certainly will not be enhanced by berating them for not accommodating the changes. In other words, accept how people feel. Feelings aren’t right or wrong, they just are. If they exist, they’re valid. 2) While enumerating the gains and positive aspects of the change, also address the losses. What are they giving up? What will they miss? Listen to what they’re telling you about the trade-offs. People don’t have to be right, they just need to be heard. 3) Learn what has to be accomplished to accommodate the

SEATTLE, from page 7

8.8 percent from 2010 to 2015, from 608,400 to an esti- mated 662,400. As many as 20 construction cranes dot the cityscape, testament to the growth of luxury high-rise apartments and condos – a lifestyle of choice for many of the new arrivals. Proposed is a 1,111-foot mixed use tower named 4/C, that if approved, financed, and built, would al- ter the Seattle skyline. “We weren’t competing for the same projects, but we did the same kind of work. We knew of each other. It was organic. In our case, our two firms were similar in a lot of ways.” On a much smaller scale are the custom single-family homes designed by prentiss + balance + wickline Architects . The result of a recent merger between Balance Associate Archi- tects and Prentiss Wickline Architects , the new firm, like Jackson | Main, represents a collegial joining of forces. “We weren’t competing for the same projects, but we did the same kind of work,” says principal and cofounder Dan Wick- line. “We knew of each other. It was organic. In our case, our

THE ZWEIG LETTER May 30, 2016, ISSUE 1154

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