“The only thing that is constant is change” – not a quote from the 21st century but from Heraclitus of the Ancient Greeks.
Yet we’re still finding challenges in leading and managing people in circumstances of change – those situations when what got us to where we are now is not what will serve us well in the future.
Search the internet for ‘Change Curve’ and you’ll find lots of variations and models which describe the typical responses that people have to major change. Many of the attributions are to Elisabeth Kubler-Ross and the grief curve that she published in her 1969 book ‘On death and dying”. A later author, William Bridges, introduced the transition curve – in his 1991 book “Managing Transitions” with a 3 phase process taking people through to new beginnings. He makes the point that in change situations, people move from a present state to a future state through a transitional period.
Here’s my version of a four-stage curve – starting from the top left.
Some people grasp change with positivity and optimism – with stage 1 for them being more surprise than shock and stage 2 almost non-existent. However, for many change has a negative underpinning. This is likely to be fuelled by:
What can you do as a manager or leader to help people through each Stage:
Stage 1 – Denial/Shock
Provide information
Stage 2 – Defensive Resistance
Create opportunities for people to safely say what they think and feel
Stage 3 – Exploration/acceptance
Harness ideas, respond to feedback, plan and guide
Stage 4 – Commitment/adaptation
Reward successes and continue planning and monitoring
Dependent on their personality preferences people will react in different ways – some will embrace new and different readily; while others with an ‘if it ain’t broke’ mentality need convincing and a message of evolution rather than revolution may work better. Some will need time to reflect on the implications of change to them; while others will want to get into action quickly.
John Kotter’s 8-Step model for successful large scale change is also a good model to explore. In his book “The Heart of Change” he makes the point that “People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.
Communication is at the root of well managed and led change – giving people clarity (even if there is uncertainty), helping them understand their role in making change happen, keeping them motivated and celebrating the wins.
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If you’re interested in developing your self awareness, communication or management skills, confidence, time management or just getting focus on your goals, do get in touch to discuss. I believe everyone has the potential to improve their performance, motivation and happiness – coaching works because you become accountable to an external person who is a source of encouragement and support – as well as challenging your barriers.
Email Zoë Whitby: zoe@zwcoaching.co.uk
Call on: 07919 201128
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