Part 3 of 4 Are there stages to change?

Part 3 of 4 on Leading/Managing Change - Today's Norm!

Are there stages to consider when managing change? Yes, and effective leaders will understand them for successful outcomes to any change effort. We deal with change in our lives daily on lots of fronts, so the more we can learn, the better we can help ourselves and our team members cope with that constant of change. Change is our NORM, isn't it!

This is from Wm. Bridges, Managing Transitions:  Making the Most of Change (Reading MA, Addison-Wesley Publishing Company): We can begin to understand the transition that accompanies change:

Whereas change refers to external phenomena or events – things that can be tracked on a calendar, the internal experience of change is a transition that has distinct phases, that is highly subjective, that doesn’t necessarily align itself with dates on a calendar.

ENDINGS

The initial phase of the transition involves grieving for the loss of things as we have known them – even when the change that is taking place is likely to benefit us personally or professionally.

THE NEUTRAL ZONE

A kind of limbo between the old and the new, this phase is characterized by a sense of disorientation and the inability to cope – things just don’t click.  This phase is, nevertheless, an important time during which the old and new become integrated and consolidated.

BEGINNINGS

Emerging from the two previous phases, this phase represents a reorientation that involves new understandings, new values, new attitudes, and new identities.

I’ve always thought these stages and the explanation of the transitions we make through change were helpful to understanding my own reactions and to helping my team members.

And I’m one of those people who often just create change to see it happen – I LIKE it! I also know that approach makes some people absolutely crazy, so it’s not fair to impose change without the pre-planning, acknowledgement that others will be affected in different ways and that’s it’s my job as team leader to help everyone not only get through it, but make the change successful.

Tomorrow, we’ll wrap up the change discussion with a look at some tips for successfully facilitating change.

Part 2 of 4 What Reactions Can You Expect from Change?

Part 2 of 4 on Leading/Managing Change - Today's Norm!

I'd like to stick with the subject of “leading / managing change” and the challenge for team leaders to make change happen successfully – for the organization and for team members.

Because change is our NORM in the world today, and because so much of it IS imposed rather than at our own initiative, it’s important to understand reactions as we progress (or DON’T PROGRESS!!!) through change; as the leader, it's your job to understand, recognize and assist your team members through these varied reactions - not so easy to do! Expect anything!

So be clued in: you can reliably expect certain reactions from people when you make (or propose) changes to the status quo. Knowing this can help you influence how you deal with people, how you prepare them and involve them in making change successful.

Seven Dynamics of Imposed Change Can Produce:

Awkwardness, Self-Consciousness

Provide information so people understand rationale – the “WHY” behind the coming change; this is where we soooo often fall short as leaders – something has to change, a decision is made, but we do a poor job of communicating the “why’s” behind the thinking. This isn’t secret stuff – explain the why’s so people understand the long-term and short-term impacts.

Create practice fields so people can learn new behaviors in a low-risk situation.

SENSE OF LOSS

Provide opportunity to mourn – recognize that people want to bemoan the loss of the “old way”, especially if the “new” way has some glitches.

Commemorate what is passing – recognize what the old way accomplished and how it was an advantage for the times.

FEELINGS OF ISOLATION

Structure interaction among people to provide support – team members need to be able to talk about what’s going on, how it affects them, what obstacles they may be encountering.

TOO MUCH, TOO FAST FOR PEOPLE TO ABSORB

Prioritize initiatives; avoid overload – pick the priorities to institute, don’t do everything at once

DIFFERING LEVELS OF READINESS AMONG TEAM MEMBERS

Individualize your support – some people thrive on change, embrace it and charge forward; others are very slow to react, needing to understand what’s in it for them, how it affects them in the long run (and how it affects significant people in their lives). This is where is becomes so important for you to really know your team members, to have developed solid work relationships so that you can work with individuals who need extra attention.

Involve those in the forefront as informal leaders – co-workers can positively influence those who slower to catch on or to embrace a “new” way.

INADEQUATE RESOURCES - THERE'S NO WAY WE CAN DO THAT!!!

Reframe thinking about available resources – get creative with your team members; they WILL have ideas you can capitalize on, so talk with the team, solicit ideas.

TENDENCY TO REVERT - SLIDING BACK INTO THE COMFORT ZONE

Invest in and manage the process of change over time – we all have a tendency to go back to that comfortable old pair of shoes when the new once pinch our feet! Stay on top of what’s going on or your team members WILL try to revert to “old” ways.

Adapted from the work of Ken Blanchard.

Don’t some of these dynamics seem familiar from your own experiences? Do you do anything now to help your team members better cope with change?

Tomorrow, I’ll comment on the transitions that accompany change and some suggested leadership actions we can all use for success.