Effective Change Processes

In the last publication, I discussed how leaders can recognize resistance to change and the corresponding behaviors. This week’s publication describes activities that leaders can use to respond. 

Followers react to change akin to the stages experienced when a loved one dies. The first stage is denial,¹ which can manifest in feelings of disbelief. The next stage is resistance¹ and thus some or all of the behaviors described in last week’s post may come to pass. In the next stage, workers remain ambivalent but begin to explore¹ the possibilities the change may generate. While confusion may still reign, the leader can improve the outcome by giving ideas of how the change will impact each person. In the final stage, workers become committed.¹ Here workers understand how the changes will disrupt and benefit the organization, and any concerns about colleagues, unit, division and company have been laid to rest; workers may even become champions of the process.

The primary job of the leader in a change situation is twofold. The first objective is prevention of the egregious results that can occur from a mishandled change process (e.g. negative impacts on job satisfaction⁵). The second is to accelerate workers' movement through the stages to reach the commitment level as rapidly as possible.  

One strategy a leader can follow is to approach the change process by considering and addressing worker concerns.^{2 & 3} The concerns strategy identifies six typical concerns people cycle through when confronted with a change and can be thought of as an overlay to the four stages described above. An instrument called the Change Abilitator^{TM 2&3} was created for the purpose of identifying a worker’s concerns for a particular change event and prescribes what a leader can do. More specifically, “The Change Abilitator ^TM identifies six types (or stages) of concern^2&3 that people experience when change is introduced in an organization:”²  

 Information.^2&3 The question the leader needs to address for workers that share this concern is “What does the change involve?” ² Effective change leaders share the likely changes and outcomes that might occur. Leaders weaken the outcomes if they assume people understand what is happening or fail to be open and transparent about the change. In addition, there are no handy shortcuts—effective change processes take time. Further, communicating the change message and story once is never sufficient. Instead, communication about a change must be repeated multiple times using different mediums.

Personal.^2&3 In this stage, the leader needs to answer the question, “How will the change affect me?” ² One of the first thoughts a worker may have is how he/she will be impacted. This is not always easy to address because clear answers may not be readily available. However, showing concern and empathy tells workers that the leader cares. Ongoing dialogue about the change and its impact is a solid strategy; this can help the worker exit the denial or resistance stage.

 Operational.^2&3 The key question at this stage is, “How will the change be implemented?”² Workers are interested in the how the decisions were made about the change. They will be particularly alert to personal, unit and organizational impacts. Workers will also assess the change and pass judgment as to whether it will work. Leaders may find they need to convince the worker.

 Impact.^2&3 Key question: “How will [the] change affect people in the organization?” ²  By this point, workers have redirected their concerns from self-interest to others (e.g. unit, department, branch, and the organization); that’s a shift from internal to external concerns. This is an important step because it suggests buy-in of the change is beginning.

Collaboration.^2&3  Key question: “How can I help implement the change?” ² Here the worker is nearing the commitment phase described earlier. When a worker inquires how they can help, the leader can feel good about how the change process is working.  

Transforming.^2&3 Key question: “Can the change be accomplished in a different way?” ² In this advanced stage, the leader can capture and sustain commitment. The organizational behavior axiom that “people tend to support that which they help create” is relevant in change processes.  Workers who participate in the change are more likely to consider options for making the change process better. 

While the statistical metrics of The Change Abilitator ^TM are not strong,² the tool provides a sound path for discussion and consideration in an organizational change process.

Rosabeth Moss Kanter⁴ offers some additional ideas on building commitment. She recommends breaking the plans down into smaller chunks. Change projects with too many moveable parts make it difficult for individuals to visualize the future and this ambiguity can hinder a change process. She also suggests making sure the timeline is realistic and credible. Workers also must have the competencies to run the business before and after the changes. Finally, people must feel compensated (“combat pay”) for the extra work and challenges faced in a change process.⁴

People move through several stages in a change process; leaders desire and need commitment from the workers. The Change Abilitator ^TM offers a tool to assess where people are in the process and prescribes steps that leaders can take to overcome workers’ concerns. Change processes are difficult but can be addressed in a way that makes for a successful outcome. A failure to address change processes in an effective manner can have a negative impact on job satisfaction and turnover.⁵

Please feel free to add your comments.

References

¹ Scott, C.D., & Jaffe, D.T. (1989). Managing Organizational Change: A Practical Guide for Managers. Menlo Park, CA: Crisp Publications.

² McCowan, R.J. (1995). Review of Change Abilitator in Mental Measurements Yearbook. Author of instrument: LHE group, Inc.

³ Change Abilitator^TM Questionnaire: A Tool for Managing Change, 1994, LHE, Inc., Published by HRD Press, 22 Amherst Road, Amherst, MA

⁴ Kanter, R.M., (1985). “Managing the Human Side of Change.” Management Review. April 1985. Retrieved at http://www.apbs.org/archives/conferences/fifthconference/files/UTAH/managing_Change.pdf, 9-13-13.

⁵ Martins, L.L. (2011). “Organizational Change and Development.” In S. Zedeck (Ed.), APA Handbook of Industrial and Organizational Psychology (Vol. 3, pp. 691 - 728). Washington DC: American Psychological Association.