Accelerating Change and Improving Success Chances
You’ve taught everyone, spent time and money on the newest systems and procedures, and you’ve simplified their life (or so you think). But people continue to act in the same manner. Where are the anticipated business improvements? When will the disturbance stop?
Organizations don’t necessarily change as a result of new systems, procedures, or structures. They alter because the organization’s personnel also adjust and transform. The true benefits of transformation can only be realised by a company once individuals have completed their own personal transitions.
This essay and accompanying video will examine the causes of this difficulty as well as suggestions for how to make personal and organisational change simpler.
Helping and supporting people is a difficulty when you need to make changes within your organisation. through these personal upheavals, which may require a great deal of trauma and involve losing status, prestige, and even a job.
The more straightforward you can make this process for customers, the sooner your business will reap the rewards and the greater your chances of success. However, if you do this incorrectly, your project – and career – may fail.
A well-known and effective model for understanding the phases of individual transition and organisational change is the change curve. Knowing how people will respond to change allows you to support them during their own transitions and make sure they have all the support and guidance they require.
Here, we first examine the Change Curve’s underlying principle. Then, we examine how you may use it to hasten change and increase its likelihood of success.
The Curve of Change
The four stages that most people experience when they adapt to change are described by the Change Curve model. These are depicted in picture 1 below.
The Change Curve, Figure 1.
Stage 1: Awe and Denial
People often react in shock or denial when a change is first introduced because it challenges the status quo. The Change Curve’s first stage is at this point.
Stage 2: Fury and Fear
People typically respond adversely and shift to stage 2 of the change curve as the reality of the change starts to sink in. They might be outraged, fear the effects, and actively oppose or protest the changes.
Some people may have an unfounded dread of change’s unfavourable effects. Real dangers to their positions will be appropriately identified by others.
As a result, there is disturbance within the organisation, which, if not carefully controlled, can swiftly degenerate into chaos.
The change will fail, at least for those who react in this way, as long as individuals continue to fight it and are stuck at stage 2 of the change curve. This phase is uncomfortable and stressful. Moving to stage 3 of the Change Curve, where pessimism and resistance give way to some optimism and acceptance, is considerably healthier for everyone.
Stage 3: Acknowledgement
People cease focusing on their losses at stage 3 of the change curve. They begin to relinquish control and embrace the changes. They start experimenting and figuring out what the changes mean, discovering what is actually good and bad and how they must adapt.
Stage 4: Resolve
By stage 4, they have begun to embrace the changes and have rebuilt their methods of operation in addition to accepting them. The organisation won’t start to truly benefit from change until people reach this stage.
Implementing the Curve of Change
If you are aware of the Shift Curve, you can make plans to lessen the effects of the change and aid in quicker adaptation. As seen in figure 2, your goal is to make the curve shallower and narrower.
Using the Change Curve in Figure 2
You can utilise your understanding of the Change Curve as someone implementing change to provide people with the information and assistance they require, depending on where they are on the curve. You’ll be able to speed change and raise its success rate in this way.
Actions at each stage include:
Stage 1 Action: Express yourself clearly.
People may still be in shock or denial at this point. Even if the shift has been carefully planned and you understand what is happening, this is when reality of the change sets in. They require time to acclimatise. People need information in this situation in order to grasp what is occurring and know how to receive aid.
This phase of communication is crucial. Make sure to communicate frequently, but watch out not to overload them. They will only be able to process a certain quantity of data at once. However, make sure that people are aware of where to turn if they need more information, and make sure that you take the time to address any queries that arise.
Stage 2 Action: Pay attention and listen
People may start to experience concern, anger, resentment, or dread when they start to react to the shift. They may actively or inactively oppose the change. They can feel the urge to communicate their emotions, worries, and rage.
This phase represents the “risk zone” for the organisation. Poor stage 2 management could lead to a crisis or total turmoil within the firm.
This stage requires meticulous planning and preparation in order to prevent that. If you are in charge of bringing about change, you should get ready for stage 2 by taking potential negative effects and resistance into account.
Make sure to address these as soon as possible, with clear communication, assistance, and by taking steps to lessen and alleviate the issues that individuals will probably encounter. It’s frequently impossible to anticipate every conceivable reaction to change because it’s so individualised and can be emotionally charged. Be sure to pay close attention while you watch and listen! so that you can react to the unexpected during this time (or have tools to assist you).
Stage 3 Action: Provide Opportunities and Training
For both the organisation and the people involved, this is a pivotal moment. Once you reach stage 3, the organisation begins to emerge from danger and is well on its way to implementing the changes successfully.
Individually, people will want to test and investigate what the shift implies as their acceptance of it grows. Even if it’s only a matter of providing them the time they require, giving them support and encouragement will make it easier for them to complete this task.
By ensuring that individuals are properly trained and given the chance to experience what the changes will bring at an early stage, you, as the person overseeing the changes, can create the groundwork for a successful outcome at this stage. Don’t expect people to be completely productive during stage 3; rather, recognise that it takes time and is essential for learning and acceptance. Include a buffer period so that individuals can learn and explore without feeling rushed.
Stage 4 Action: Rejoice and share in the victory
The stage you’ve been anticipating is here! At this point, people accept the changes to the way they operate and the modifications start to feel “second nature.”
As the change is being managed, you begin to see the rewards you have been striving for. The benefits of transformation start to show up when your team or organisation becomes more effective and productive.
Don’t forget to celebrate accomplishment when you’re busy listing the advantages! The road may have been difficult. It was undoubtedly uncomfortable for at least a few of the parties involved. But prosperity should be shared by all. Additionally, by acknowledging the accomplishment, you build a track record of success, which will make things simpler the next time a change is required.
Major Points
The Change Curve aids in illuminating how change affects both people and organisations.
You may quicken development and give your employees the aid and support they need when they need it by anticipating the expected reactions to change.
The Change Curve, as described by Elisabeth Kubler-Ross, identifies four phases in human responses to change:
1. It’s essential to keep people fully informed about what’s happening because people’s initial reactions are frequently astonishment and denial.
2. Fear and anger frequently follow. At this point, be sensitive and caring with all the emotions involved.
3. Although people accept their new circumstances gradually, they will still require some time to adjust.
4. As soon as your team has fully embraced the changes, encourage them to celebrate their achievements!
If you found this article insightful, you might also be interested in exploring these topics further. Here are five articles that could capture your attention:
- Self-Coaching Strategies – Discover techniques to coach yourself towards personal and professional growth.
- Team Management – Learn effective ways to lead and manage a team successfully.
- Essential Competencies for Managing a Team – Understand the key skills and competencies required for effective team management.
- Providing for Your People – Explore strategies to support and nurture your team members’ development.
- Mentoring – Gain insights into the art of mentoring and how it can benefit both mentors and mentees.