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or change victim?
Issues forum – May 2009
For many, the current economic
situation understandably focuses
anxious attention on the looming
possibility of intense and unwelcome
change to working and personal lives.
However, why is it that even in less
volatile times, when most organisational
change projects don’t impact upon
individuals to the same extent, those
proposals can still be met with high
levels of hostility?
1
Change agent or change victim? – May 2009
Contrary to myth people can cope
with change. Whether it is taking on
a new role or changing a car, people
seem to handle change pretty well
and even go to lengths to seek it out.
1 - Ignore/Deny 4 - Implement/Sustain
Rational response
Shock
Sustain
Denial Integrate
Performance
Understand
Emotional response
Anger
Explore
Blame
Bargain Acceptance
2 - React/Resist 3 - Investigate/Explore
Apathy
Phase 1 – Ignore and deny pretend change isn’t happening and hope it How to help:
will go away. However, the manager might
Imagine for a moment a manager standing • Give information and visible support
be forgiven for thinking that the team is on
up in a meeting to announce a restructure, • Provide factual information, clearly,
board since he hasn’t heard any objections
a relocation, downsizing, etc. While the honestly, compassionately and
and be shocked to find everyone carrying on
manager uses very rational and logical
as if the announcement hadn’t been made. consistently
argument to justify the proposal, it is as if
these arguments are falling on deaf ears. • Gentle repetition of the core
What the manager does now is critical. It
message – avoid mixed messages
This is because people have entered the would be tempting to adopt a “shout louder”
first phase of change; “ignore and deny”. approach, hitting people over the head to • Link the change to business drivers
Typically the announcement comes as acknowledge and accept the proposal.
something of a shock or surprise which However the prudent leader knows that
people struggle to understand, let alone it just hasn’t sunk in yet and people need
accept. It is therefore easier for people to time to absorb the message.
3
Change agent or change victim? – May 2009
change through. However this runs the bringing with it increased engagement and
risk of unintentionally intensifying resistance personal commitment. Pushing too hard at
and deepening negative reactions. this stage only sends people spiralling back
into the emotional territory of phase 2.
Tempting as it might be to downplay
the potential impact of the change, an How to help:
empathetic approach which acknowledges
• Give encouragement, create
individuals’ fears and concerns is essential.
opportunities for people to explore
Telling people that they need to “get over it”
new possibilities
will only intensify their reaction and
prolong the time they spend in this phase. • Make gains tangible, outline the
Understanding how to handle resistance pros and cons of the change
and negative reactions is therefore a vital
• Avoid pushing, rushing or punishing
skill in the change manager’s armoury.
mistakes
How to help: • Don’t over sell the change or
misrepresent future options
• Give support - listen to individual
concerns, acknowledge their reactions
• Be consistent and honest “Change may be the only constant –
but it doesn’t mean people have to
• Articulate what is not changing
like it”
as well as what is
• Avoid arguing or ignoring
How to help:
• Give reinforcement – support
delivery of desired outcomes
Using the cycle positively For the manager
• Support risk taking and innovation
For the individual It is important for the manager to
• Reward effective performance remember that we cannot legislate or
Whilst it is easy to see the cycle as a
and encourage communication plan for how change will be experienced
neat linear process it is not experienced
by others. However, leaders can make a
• Avoid micro-managing, controlling by everyone in an identical way. Many will
huge difference to how it is accepted and
choice or limiting participation. move backwards as well as forwards and
ultimately implemented in their organisations.
some may become stalled, particularly in
A knowledge of the cycle can help managers
the difficult second phase. Some individuals
diagnose how best to help their people, as
just take longer to move through the
well as the strategies to avoid.
process than others. However knowledge
of the cycle can help individuals understand
the process they are going through. Key “We don’t get to choose the changes
to moving forward is to focus on what can that come into our lives, but we do
be controlled or influenced in the situation, get to choose how we respond”
rather than on what can’t. This simple
strategy helps individuals to regain a sense
of personal control and choice, and avoids
the trap of becoming a change “victim”.
5
Change agent or change victim? – May 2009
In conclusion Disclaimer
We are all faced with constant change; This Forum has been produced by QBE
some of which we control and embrace, Insurance (Europe) Limited (“QIEL”). QIEL is
some of which may be imposed and a company member of the QBE Insurance
threatening. Our working lives are no Group.
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to remain proactive. Being better prepared
to understand the dynamics of change, This Forum provides information about
particularly the fears and uncertainties it the law to help you understand and
brings, we are more likely to make a positive manage risk within your organisation. Legal
impact within our sphere of influence and information is not the same as legal advice.
thereby stand a better chance of securing This Forum does not purport to provide a
our own future. After all, given the choice, definitive statement of the law and is not
most would rather be a change ‘agent’ intended to replace, nor may it be relied
than a change ‘victim’. upon as a substitute for specific legal or
other professional advice.
Alison Maxwell, BSc MA MA
QIEL has acted in good faith to provide
Alison is a Director of the andpartnership ltd,
an accurate Forum. However, QIEL and
an organisation development and change
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management consultancy specialising
or representations of any kind about the
in the ‘human side of change’ and the
contents of this Forum, the accuracy or
development of change leaders. She
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Joining QBE in 2003, Phil brings over the information contained within it.
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industries, and now some 14 years in the obligation to update this report or
insurance sector where he has specialised any information contained within it.
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