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Managing The Personal Side Of Change By Virginia Major Ph.D.
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In order to survive, if not thrive, during these tough times, leaders are working hard to transform their organizations. Unfortunately, we know that too few of these efforts will succeed. One major reason is that employees, at a personal level, don’t adjust the way they think, act or feel enough to embrace the new way of doing things. (Duck, 1998) As Bridges (2003) noted, change is an event - the merger of two companies, the sale of a business unit or the adoption of new technology. The difficult behind-the-scenes work is the transition - the personal and psychological process of moving from the old to the new. Whether you are a senior executive, manager, or front line supervisor, you can’t afford to ignore this personal side of change. The success of any change initiative depends on how well you manage it. For the last 30 years, we have been helping leaders at all levels through what Bridges describes as the three phases of transition: "the ending,” “the neutral zone,” and “the new beginning.” Below we offer a summary of practical tips and techniques that we have found most useful for each phase. Phase One: Helping People Accept “The Ending” Before people can realize a new beginning, they must end what used to be. In this phase, leaders must help people let go of the old reality and the security it offered. How can you best do this? First consider who is likely to lose what in this change. These losses may be intangible, such as the comfort of knowing “the way things are at work", or concrete, as in the loss of colleagues through downsizing. Recognize these losses. Create forums, informal or formal, for people to express their emotions without censure. Acknowledge those emotions with sympathy and understanding and express your own feelings when appropriate. Be prepared to give information often through newsletters, town halls, meetings and discussions. People going through transition need a constant flow of accurate information. Good communication can quiet anxiety, avoid confusion and squelch rumors. Be as specific as possible about what is to be left behind and what will stay, what employees need to continue doing and what they should stop. Honor the past. While it is critical to emphasize the positive side of change, the pain of endings is lessened somewhat when the loss is marked in some way such as through a recognition ceremony. Explain how the “new” helps preserve something of the old. People may be more willing to make sacrifices if they believe change will help save some valued part of their organization. Phase Two: Leading People Through “The Neutral Zone” This phase is limbo, when the old is gone but the new is not yet accepted or comfortable. Old certainties break down and everything seems up in the air. Rumors and misinformation abound. People feel disoriented. At the same time, if managed well, this stage is fertile ground for new ideas. Old habits are being changed, and the period of upheaval is ripe for innovation. There are ways you can help guide your people successfully through this phase. With frequent communication, remind people that it’s normal to feel uneasy and confused. This is a time for understanding and support. Regular meetings, Q&A sessions, and social gatherings break down isolation and reduce anxiety. Encourage employees by offering opportunities for them to observe and hear from other individuals and teams who have experienced similar, successful, changes. Reassure employees through clear and up-to-date communication that keeps people feeling connected and on the same page. The message is: “This is where we’re headed. We’re all in it together and we’ll get through it, together.”
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