Managing Constant Change and Transition
Continual and fast-paced change is becoming the norm in the modern workplace. Regardless of the industry, innovation and technological advances contribute to a work environment in constant flux, leaving successful employees and organizations no option but to adapt. Further, the ability to adapt often hinges on the company’s awareness and implementation of a comprehensive change management strategy. Successful strategies incorporate three (3) distinct initiatives: organizational change, employee transition, and change agent self-awareness. Working together, these components ensure that both the organization and all employees are empowered with the tools they need to adapt quickly.
William Bridges insightfully noted the difference between the first two initiatives in his book Managing Transitions; Making the Most of Change. He states:
“It isn’t the changes that do you in, it’s the transitions. Change is not the same as transition. Change is situational: the new site, the new boss, the new team roles, the new policy. Transition is the psychological process people go through to come to terms with the new situation. Change is external, transition in internal.”
Unfortunately, the distinction between organizational change and individual transition is often overlooked. Change agents are often very good at managing the situational change. Situational changes are usually seen as positive and exciting! It’s about the new thing or a new beginning that makes things better. Further, many situational change strategies involve practical things: showing support from leadership, increasing communication, creating talking points about the new change, etc.
People generally feel ok with change because it isn’t about them yet. People can stay objective. However, the individual transition makes the change ‘real’ to the person through their own psychological process. For example, if I think of the new software change coming down the road, I’m ok with it when it’s announced in emails. However, as soon as I’m trying to implement the new software, my psychological process begins. Let’s suppose I wasn’t able to get properly trained and I continue to make many mistakes. I’m frustrated, overwhelmed and am afraid of looking like I don’t know my job. However, one of my colleagues in another department was able to go to three trainings on the new software and has a supervisor that is extremely supportive and has even used the software at a prior company. As you can imagine, our transitions are going to be very different.
To manage this psychological process, it helps to understand that transitions are about the past, they are internal and unique to each individual, and they include three stages [as outlined by William Bridges]; the endings, the neutral zone, and new beginnings. Helping your employees through each stage will help minimize dips in performance.
The Endings stage is marked with loss, overreaction, resistance, and even sadness. In order to move onto the other stage, individuals in this stage will need to let go and say goodbye to old habits and traditions. Depending on the change, it’s helpful to allow time to grieve for the ‘good old days’ of doing things.
The Neutral stage is marked with uncertainty, ambiguity, temporary systems, redefining and even creativity! If there was a time for team-building, it would be the neutral stage. It’s helpful to bring people together to create a temporary way of doing things in this confusing time. Providing structure and a sense of order is helpful when the wrinkles of the new way haven’t been ironed out yet. Communication (and lots of it) can also help people through this time of the unknown.
The third and final stage of New Beginnings should be marked with hopeful metaphors and visuals for the new road ahead. Communication and planning can be very helpful. Celebrating small wins and successes are critical for forward movement and keep early adopters engaged in the process.
Lastly, change agents have a dual role in successful change management strategies. Just as airline passengers are advised, in an emergency, to put on their own oxygen masks first before helping others — leaders need to first internalize and embrace the change themselves before they can effectively help others through it. How do you react to a new change? Do you fight, flight or freeze when things are uncertain? Knowing how you respond and using yourself as an example can help others understand that they are not alone in the process; as a change leader, show that you understand. Be vulnerable and talk about how you reacted to a past change; make the unknown an ok place to be. Experiment with change every day: sit with different people in meetings, mix up your schedule, take a class in a topic way out of your comfort zone. After all, leaders, especially change agents, must walk the talk and they will be looking to you to champion these strategies.
– Tammy Jordan, VP of Consulting, @empower2change , @emplyengagement
