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"Change is the only constant in business today." A
global Price Waterhouse/MORI survey on managing
change to improve performance identified and ranked
a number of change barriers. Insufficient change
management skills, insufficient middle management
support, insufficient communications, insufficient
training and coaching, and insufficient focus on
people issues all made the top 10. What do these
results suggest? That organizations know they need
to do these things, but don't know exactly how or how
much. This month and next month's newsletter
articles focus on the human side of change - in
particular, how leaders can help team members with
transitions. The tips can also be applied by an
individual experiencing a change.
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Article: Navigating the Change Curve
Part 1- Denial and Resistance
 A common change management model is a modified
version of the Kubler Ross transition (grief) cycle with
four stages: denial, resistance, exploration and
commitment. Navigating the Change Curve: Part 1 this
month focuses on the first two responses to a
transition/change: denial and resistance.
While many may profess to be open to
change,
for the
majority of people transitions take time to integrate
and accept. The length of time will vary from person to
person, and is also affected by the type of change.
However, there are ways to help someone navigate
through change and they differ depending on the
stage. Watch and listen for clues to help identify where
the individual is on the change curve. For example, in
Denial, you might notice avoidance behaviours and
hear things such as 'Everything's fine' or 'No big deal'.
Resistance is characterized by low energy and
comments include 'This will never work' or 'It can't be
done'.
Keys to Moving Forward
Individuals at these stages need very specific
approaches to help them move through to the next
stage.
For those in Denial, provide
information. It
is
important to communicate the accurate information
and correct misinformation or rumours. The message
will need to be repeated and clarified. Individuals may
need to be confronted about avoidance behaviours. If
so, confront privately and impartially, separating the
person from the behaviour. Provide opportunity for
discussion, while ensuring team members are clear
that the course for change is set.
For team
members in the Resistance stage, engage
them and listen. Allow for open discussion of the
challenges they are facing, without trying to solve
them. Validation and empathy are key active listening
skills for helping individuals at this stage. Beware that
their resistance may come across as a personal
attack. Leaders managing this stage of change need
to remember that the change itself is the reason for
the attack, and resist responding defensively. Provide
clarification if required, but otherwise consider it
venting and don't take it personally.
The change curve is not experienced as a linear
process and individuals may not experience all
stages. With a better understanding of each stage,
leaders can help facilitate the people side of change,
enabling the people to stay focussed on the work.
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Facing a current or upcoming change? Kaleidoscopic
offers consulting, workshops, coaching and group
facilitation to make your next change run as smoothly
as possible.
For more information, contact us at
Inquiries@kscopic.ca or 416-238-7454.
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