Diogenes was one of the first, but will certainly not be
the last, to recognize that change is the only constant in
our lives and we better get used to it. Digging your head
in the sand and hoping that change won't come is foolish
and a waste of time. Any leader in an organization needs
to manage change effectively as part of their day to day
responsibilities. Understanding people's response to
change is a critical component of this.
What are the things you need to know about people and
change? Firstly, different people react differently to
change. Some people relish change and get bored with the
status quo. Others prefer more stability. Problems arise
when the individual's preferences differ from the situation
they find themselves in. That is, if a stability oriented
person finds that circumstances are changing or a change
oriented person finds that everything is the same and there
is nothing new.
Typical reactions can be stress, negativity, resistance.
The best response from the manager is to explain the
reasoning behind the change ' put the change in context '
and be patient. In times of extreme change managers might
want to identify opportunities to pair up change lovers
with more stable oriented folk to jolly them through the
tough times.
Secondly, people's needs have to be met through an
inclusive change process. Psychologist Will Schultz
identified three basic needs that people have which are
particularly relevant to change:
- The need for control
- The need for inclusion
- The need for openness
This means that in any change process there has to be
something the individual can control, they need to be
included in the process of shaping the change and they need
to feel their managers are being as open as they can about
the change.
Thirdly, during periods of change people can often
experience a feeling of loss and it might take time for
them to adjust to new circumstances. It might be useful to
consider the following model which is used to counsel
people in helping them come to terms with loss:
- Denial
- Anger
- Withdrawal
- Acceptance
Some people may move through these stages very quickly,
arriving at the acceptance stage within days of an
announcement of change. For others, it may take months to
accept the new set up. For the manager, provide lots of
opportunities for the individual to communicate how they
are feeling and learn to be patient, particularly as the
employee takes time out to think through the change, before
finally accepting it. But remember, acceptance does not
necessarily mean loving or agreeing with the change.
Finally, enforced change, such as an office move, can lead
to raised expectations. With the office move, individuals
may see an opportunity for a bright, new shiny office with
lots of space. Manage expectations carefully through
change, otherwise people are bound to be disappointed. If
expectations are not met, people are unhappy. If
expectations are exceeded, they are happy. In other words,
manage expectations down.
Understanding how people respond to change will inform the
manager how to plan and manage the inevitable change which
all organizations experience. Based on this understanding
managers need to:
Communicate the reasons behind the change ' be honest and
open but don't oversell the benefits.
Give each individual an opportunity to express their
concerns and provide reassurances.
Make lots of time for informal discussions, feedbacks and
'water cooler' chat
Give people some choices to make so they feel in control
and included
----------------------------------------------------
Pam Kennett is Founder and Director of Chiswick Consulting
Limited a management consultancy which provides advice and
direction to clients in marketing and human resources. Pam
has more than 20 years experience working with CEOs to
deliver more through better people management practices.
Contact her at pam@chiswickconsulting.com or visit
http://www.chiswickconsulting.com .
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