implementation of new technology. We cautiously
investigate the interactions of hardware and software,
carefully test operating systems and workstations,
meticulously monitor the traffic on networks, and
painstakingly protect up-time on critical systems.
One very influential factor often overlooked in contingency
scenarios and action items is one that can potentially
undermine even the best laid implementation plans. That is
the natural and emotional reactions of people when things
change. When people resist change, find ways to sabotage
efforts, become angry or withdrawn, it is much less likely
that even the most innovative technology will have lasting
benefit. Resistance to change is often a more troubling
problem than even the most complicated tangle of
technology.
To make matters worse, rapid innovation in technology is
forcing people to face change at an ever quickening pace.
This rapidity, coupled with the apparently inevitable and
chronic "technical difficulties" associated with high-tech
change, has given rise to a pattern of resistance that has
become a norm of corporate culture. Most people
automatically resist change. How can we mitigate the
negative effects of people's reactions as we implement
change and execute a document strategy?
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503.452.9166
Resistance to Change is Natural
Roger Von Oech said it best when he said: "There are two rules to life:
Change is inevitable, and people resist change." Resistance to change is
as congenital as being frightened of the dark, having a crush at age 16, or
laughing at the Three Stooges. Little can be done to avoid these
emotional reactions. They are natural, emotional, and...inevitable.
This innate resistance to change occurs because most people like things
to be comfortable and familiar. We like to feel capable and confident in the
work we do. Imagine the impact of change on the ability of people to feel
comfortable, capable and confident. The implementation of a document
strategy can upset all of these factors. People must learn new systems,
work in new ways, and face new responsibilities.
Cycles of Change
People facing change often go through a cycle of emotions similar to
those we experience when faced with the death of a loved one.2
Engendering change is, hopefully, somewhat less disturbing.
Nevertheless, by understanding the "grieving" process people use to deal
with change, we will be better able take actions to mitigate some of the
potentially damaging consequences.
Consider the cycle of emotions that people are likely to experience when
faced with change.
The Comfort Zone
"The Comfort Zone" is where people reside emotionally before dramatic
change occurs. When we are in our comfort zone we feel in control of our
lives and our work. Generally, we are happy and comfortable with the way
things are. We are confident in our abilities and feel capable to handle
whatever situations arise.
Consider the implications of disrupting someone's comfort zone. When
implementing a document strategy we upset the methods and routines of
a persons work. When people are asked to use new processes and
perform new duties, their control over their work is diminished. People
loose confidence when "the way we've always done it" gives way to
something new and unknown. Are these people laggards who are
unwilling to join the cause of improvement and innovation? Not
necessarily. Most people would rather feel a little bit stagnant, complacent
and bored than face the possibility of loosing their comfort zone.
The No Zone
"No!" is the common reaction of people who face the departure of their
comfort zone. The "No Zone" is the beginning of the end of the way things
always have been, and is characterized by several reactions.
Shock
Like deer frozen in the headlights of an oncoming pickup truck, people
often become psychologically paralyzed at the news of change in their
work-lives. Their shock will immediately affect their performance. The
basic work may get done, but people will tend to shut down. How do we
help people break their trance-like stare into the onrushing headlights of
change? When people are physically in shock we cover them with a warm
blanket. What people need now, in physiological terms, is also a "warm
blanket." Now is not the time to reason with them about all the ways
change is good. Now is the time for emotional first-aid -- buy someone a
cup of coffee and listen.
Denial
After initial shock, people often enter a stage of denial. This defense
mechanism acts as a buffer and allows us to collect ourselves. It is not
uncommon to hear comments like: "This won't affect our department," or
"I give it six months and it'll pass." At times, denial can take form in
extensive rituals. For example, a person may ardently dispute findings of
a report and claim that the data must be in error -- or insist that endless
meetings be held (and then not show up). Some people, like patients
unhappy with their doctor's diagnosis, will shop around with other
managers until they find someone with a more reassuring second
opinion.
Anger
When they can no longer deny the inevitable, people become angry. Anger
is difficult to manage because it can be channeled in so many different
directions and thrust into the workplace almost at random. In contrast to
denial, which is for the most part internalized to an individual, a person
who is angry has an affect on everyone around him. One way managers
can cope is by placing themselves in the shoes of the other person.
Where does the anger come from? A person who is respected and
understood, who is given attention and a little time, will soon lower his
voice and reduce his angry demands.
Resentment, Frustration and Sabotage
Some of the anger people feel may manifest as resentment, frustration,
or sabotage. We may resent management for upsetting our comfort zone.
We may secretly envy those in charge and feel frustrated that our own
control is being eroded. We may become passive-aggressive and subtly
sabotage efforts by doing nothing, by hoarding information, or providing
erroneous information. People may truly disrespect those in authority
based upon their experience if the actions of management have been
ineffective in the past.
The "No-Zone" is an emotional phase for people that is difficult, delicate,
and often not the most delightful. Resistance to change is at its peak.
Planning for the future will be met with opposition - a reflexive "No!" -- by
those who are the target of change. A dialogue must take place before
you plan, but only when people are ready to face it.
It is equally important, however, that resistive people not hold you, and the
project, hostage. If you believe your motives are sound and your solutions
are viable, it is more important now than ever that you hold your course.
Don't let the naysayers drag you down.
In the Gap
People "in the gap" are people in limbo. They know that there is no going
back, but each wonders "How do I fit in this picture?" People need to
reflect and discover their own view about how they are a part of things.
Managers must figure ways to foster this process and help people
understand their part in the change and how they can make it successful.
Do this by educating and training, and planning for people-specific roles.
It is important to establish a vision for the future while in the gap, and to
enact specific tactics to achieve that vision. A clear plan is critical because
people in the gap are people sitting on the fence. They are not necessarily
resisting change, but they do not have complete buy-in either. Now is the
best opportunity to bring fence-sitters through the gap to acceptance.
Without an understanding about where things are going and how
everyone will get there, the opportunity to build commitment and
acceptance will be lost.
Bargaining
Some people accept change quickly. Others figure that, since denial and
anger didn't work, perhaps they can succeed in entering into some sort of
agreement which may postpone the inevitable. For example, when my
daughter does not get her way, she will stomp her foot and go sulk in her
room. She will not accept "No" when she want's ice cream for breakfast.
Soon, she'll have second thoughts and put on extra-good behavior. "If I
pick up all my toys, then can I have ice cream?" she'll eventually ask.
Grown-up people will bargain too. They will bargain for ways to get back to
their comfort zone.
Depression
People in the gap also experience depression. It is important to draw a
distinction between two kinds of depression people are likely to exhibit
since each is different in nature and should be dealt with quite differently.
Reactive depression happens when people are reacting to, and
becoming depressed by, the things that are taking place. They are
worried about how change will affect the basics: money, job, family. The
"downside" of change -- re-assignment, re-training, and re-tooling -- is
evident, but even the "up-side" has drawbacks. For instance, the "golden
opportunity" presented to one "lucky" over-achiever may actually result in a
loss of precious family time at home. While the new job may look good on
paper, this change represents a potentially disruptive force on a personal
level. An understanding manager can alleviate the effects of reactive
depression by recognizing how change can strike at the vital and
personal center of an individual.
Preparatory depression on the other hand does not occur as a result of
what is presently happening, but rather, as the emotional process of
preparing for what is ahead. If people are allowed to grieve for the old
ways they find acceptance of the new much easier. Preparatory
depression is necessary for people to get ready for the impending
change, yet our typical reaction to sad people is to try to cheer them up.
"Look on the bright side" can be a useful approach when dealing with
reactive depression, but when the depression is helping to prepare a
person for impending change, cheery words are not meaningful. To look
only at the sunny side of things means we do not contemplate how we
will fit in the picture of impending change.
Anxiety
By now people recognize that things are not going to be the way they
were, but they don't yet know the shape of the future. They are anxiously
torn, part hanging on to the old, while another is getting on board with the
new. When people feel anxious about their jobs, uncertain about where to
place their trust, and unclear about the future, honest communication is
critical. Effective managers must have the courage to describe reality as
closely as possible to what we know reality to be. People need to know
how change will impact their lives
The Go Zone
Acceptance
The "Go Zone" is when everyone is truly on board and ready to go. If
people have enough time and are given some help in working through the
previous stages, they eventually come to a feeling of acceptance with a
certain degree of expectation. Implementing some "rituals" at this point
can be beneficial as a way to provide closure of the past and momentum
toward the future.
For example, one company took a prototype printer, and each individual
had a turn taking a whack at it with a sledge hammer. Another held a pizza
party, complete with games and war-stories, in the empty production
facility before it was gutted for new office space. A third took a photo of the
"old crew" and put the image on coffee mugs emblazoned with "RIP" --
rest in peace!
Some folks never reach the necessary stage of acceptance. They fight to
the end and struggle with every step. It is imperative that those people
who have been hanging on the fence, and unwilling or unable to get
enrolled in the change, either get on board or get out. A manager must
take determinative action or risk undermining the commitment of those
who have already come to accept change. Expectations must be made
clear, time limits must be set, and corrective action including termination
must be taken if necessary. Acutely resistive people need to understand:
"This is what I need for you to do to support the change -- this is what will
happen if not."
Excitement, Clarity and Implementation
In the Go Zone we have the ship pointed North, the winds at our back, and
all hands on deck. People have become excited about the possibilities
and are clear about their place in the paradigm. Now is the time for action
items and cross-functional teams. Now is the time for implementation
and project management. Now is the time for communication,
collaboration and clarity of expectations.
Understanding the natural and emotional reactions that people have
when faced with change helps us to mitigate the negative effects of these
reactions and more effectively manage change. During the process of
implementing technology and reengineering work processes, savvy
managers who understand the emotional implications of change, as well
as the technological hurdles, will ultimately be more likely to bring about
meaningful and beneficial improvements to an organization.
natural and emotional
reactions that people
have when faced with
change helps us to
mitigate the negative
effects of these
reactions and more
effectively manage
change.”