DEALING WITH CHANGE ISSUES

Reaction to change

How people react to change is largely dependent upon how they perceive the change will affect them.  While some people will respond positively to a change, most will experience loss.  Losses experienced during change include:-

• Security "What is going to happen?"  "Where do I stand"
• Competence "Will I be able to do it?"  "Can I learn how to do the new tasks?"
• Relationships "How will I get on with people?"  "I'll miss my old friends".
• Sense of direction "Where are we going"
• Territory (physical and psychological).

People typically respond to loss by grieving, this is perfectly natural and helpful, and will generally follow these stages:

1. Denial/shock
2. Resistance/defensive retreat
3. Exploration/reality acceptance
4. Commitment/adaption and change

Stages of change

During change, people concentrate on the past, and deny the change.  Next, they pass through a period of preoccupation, wondering where they stand and how they will be affected.  This is normally where resistance occurs.  As they enter the exploration and commitment stages, they start to look towards the future and the opportunities it can bring.  

The following paragraphs describe the typical symptoms for stages of the grief curve and suggests simple strategies for managing them.

The effect change has on people

One of the most common errors managers make in managing change is underestimating the effect it has on people.  Managers need to help their people through the grief curve by helping them let go of the past.  This can be done by:-

• Publicly acknowledging the losses people are experiencing.
• Publicly acknowledging the positive aspects of the past and how important they were at the time.
• Encouraging gatherings that bring people together to remember the past, tell stories about it, acknowledge how important it was at the time, remind them it wasn't always like that ie they've been through change before and coped and times may be different in the future but not necessarily any less enjoyable.  Encouraging goodbye parties etc.

Often these events have a way of springing up almost spontaneously.  Management sometimes makes the mistake of thinking such events are childish or unnecessary.  When people are not given an opportunity to grieve, they move forward at a slower pace.  In the long run, this holds up productivity and prolongs resistance.  Saying goodbye is especially important for people left behind in the case of a reorganisation.  The"survivors" often feel guilty, bitter, distrustful and depressed.  Those left behind also need a chance to say goodbye to the people who have gone.