Feb
25
2016
Change management: 3 steps to manage yourself and others through change
By Viv Thackray.
"There is nothing so stable as change." Bob Dylan
Transition and Change
When most of us think about change at work, we think of an event that takes place quickly and alters the externals of a situation, for example, a restructure or cost cutting exercise. We’re less likely to consider the internal, emotional and psychological process that individuals undergo when they relinquish the old arrangement and embrace new situations. Change is made up of events whereas transition is an ongoing process. A great tool to navigate the transition element of change is the late William Bridges’s Transition Model. This transition model is useful for organisations managing change but the three stages can just as easily be applied to personal change.
Three stages of transition
The model highlights three stages of transition that individuals experience during the change process:
Stage 1: Ending, losing and letting Go
This is the initial stage that occurs when people are confronted by change and is typified by resistance and difficult emotions when people are confronted with letting go of what is familiar and comfortable to them. In stage one people focus on the past, on what feels certain and safe. Many change projects fail because organisations and individuals try to proceed too quickly to the third stage (the new beginning) without spending enough time at this initial letting go stage. Typical emotions at this stage are:
- a sense of loss
- denial
- anger
- uncertainty
- fear
- sadness
Supporting people in Stage One
It’s crucial to acknowledge emotions during stage one, doing so is part of the process that enables people to accept the ending and begin to progress to accepting the new situation. Open communication and listening is key at this stage, people will have lots of anxieties and questions about the change taking place and what it means for them. The more people are encouraged to envision the positive role they will have in the future, when the change has occurred, the more likely they are to progress to the next stage.
Stage 2: The Neutral Zone
The second stage is characteriSed by uncertainty and can be disorienting. New ways of doing things can create increased pressure as people develop new habits or ways of working.
Typical emotions at this stage are:
- low productivity and low morale
- anxiety regarding individual roles in the future
- doubtful about the effectiveness of the change process
- resentment regarding the change
Supporting people in Stage Two
Ensuring a strong sense of direction and purpose at this stage is essential and avoids individuals feeling adrift and rudderless. In the neutral zone it’s important to envision success and be able to see the positive effects of the change. Setting and achieving easy win goals is crucial at this stage, such goals help us to see that efforts have been successful. Celebrating effort and achievement is also an important element of highlighting success.
Stage 3: The New Beginning
The final stage is characterised by an acknowledgement of progress and embracing of the change. At this stage people are more accepting of the change and their transition includes developing their skills to meet new demands.
Typical transition experiences in stage three include:
- increased energy for their role
- commitment to the organisation (or individual change)
- enthusiasm to learn new skills
Supporting people in Stage Three
Sustaining enthusiasm, positive attitudes and positive relationships is key during the final stage of transition. Not everyone will reach this stage at the same time, so maintaining the momentum is crucial, if momentum starts to flag, it's possible to slip back to earlier stages when advantages and positive effects of the change are not felt. Continuing to highlight success stories and celebrate individual, team or organisational wins helps to embed the change.
What next?
The Transition model above is only one of the invaluable tools and techniques provided, by our expert trainers, from our Managing change training course.
So if you are a manager or leader looking to institute change at your workplace but are concerned about the levels of resistance from your colleagues; book onto one of our Management training courses, Managing change on the 20 July 2016.
We ensure that all of our delegates who attend this course, will leave feeling prepared for change and will know how to implement change in a structured way; as well as useful methods of predicting and countering resistance.
Viv Thackray is a positive psychologist and founder of Positive Change Guru. She works extensively in the private sector in the UK and internationally and also works with public and third sector organisations.
