Adapting to Change Today more than ever, organizations and their employees must find ways to accept and accommodate change. Change creates a climate of uncertainty and discomfort. Disruptions caused by a merger with another company, continuous reorganization, down-sizing, reassignment, RIF's and furloughs take a toll on the company and its employees. Anger, low energy, lack of motivation, interpersonal conflict, and depression are all signs of individual and organizational distress. Some people cope with change better than others because they use certain key skills. These skills and attitudes can be learned. Hardy, stress-resistant workers have higher levels of: COMMITMENT- they have a sense of purpose and meaning in what they do. They re-create that commitment in making successful transitions to new assignments. CONTROL- they look for what they can control in their work, and accept those aspects which are beyond their control. CHALLENGE - they see change as an opportunity to learn new skills and not as something to fear or avoid. CONNECTION - they value their friendships with people, respect their co-workers, have a common bond and purpose with those around them. They see their contribution as part of a larger whole. Often managers do not understand or allow for the normal progression of change. They make the mistake of expecting employees to immediately return to past levels of performance. People have deep attachments to their company, workgroup, and ways of working. When these are disturbed, an organization must expect a transition period. Human beings are enormously flexible, but they need support and understanding in order to negotiate the shifts demanded of them. Similar to the experience of grief and loss, the transition process has at least four distinctive phases: denial, resistance, exploration and commitment. A brief explanation of each phase follows. DENIAL - The first effect is numbness. People continue to work as usual ... as if nothing has changed. Denial is harmful because it impedes the natural process of moving forward. If employees stay focused on the "way things are" and are slow to explore how they can and must change, the process of change does not move forward. RESISTANCE - Once the denial phase has passed, resistance to change sets in. People focus on the impact change will have on them personally. Managers will hear a lot of grumbling, productivity may drop, and thoughts of leaving the organization increase. This phase will pass more quickly if people are able to express their grievances. Anger and frustration are normal feelings at times like this. Employees discover they have the same reactions co-workers do, so they are not alone in their distress. ACCEPTANCE - Gradually, acceptance of the inevitable change comes about. This is the time for individuals in the organization to re-group. It helps to plan get-togethers so that co-workers can say goodbye to the old and hello to the new. TRANSITION - During this phase employees begin to focus their attention on the future. Using their best problem solving skills, individuals are challenged to find their place in the new order of things. This phase can create a renewed sense of connectedness among co-workers. The rebuilding in this phase strengthens the awareness of personal competency and belonging. Allegiance to the workplace is restored. COMMITMENT - Finally, workgroups are ready to commit to a workplan, changes in leadership are accepted and job responsibilities are defined. The mission of the new organization is outlined and action plans make things happen. COMMUNICATION IS CRUCIAL Advance communication of change is critical in managing transitions. It is important to give clear, accurate information. Vague promises or predictions of things to come will have little credibility. The complicated details of impending changes will probably be revised more than once. Delay announcements until specifics are ironed out. It is very useful to have a Hot-Line for employee's questions. Less confusion occurs when everyone receives consistent answers. For those who are leaving the workplace, job resource centers and outplacement services are actively used; people need access to information to make informed choices. Morale improves when employees view employer efforts as helpful and fair. Organizations become more resilient when they recognize that change has a predictable pattern. It is a pattern which can be responded to in positive and constructive ways. Source: "Survive And Thrive In Times Of Change " - Cynthia D. Scott and Dennis T. Jaffe. Copyright, April, 1988. Training and Development Journal. American Society for Training and Development. Reprinted with permission. All rights reserved.
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