Working from Home #4 - coping with change
In times of change and uncertainty people naturally have more fear and anxiety. This is normal, and varies between individuals. When we are responsible for others there is plenty we can do to manage the process and impact of change.
Change is an incremental process. Neither individuals nor organisations adopt a change overnight. When in a leadership position, we need to recognise that situations cause organisations to change, whereas people go through ‘transition’.
Kurt Lewin’s change model describes the stages of a successful change process as consisting of three phases:
1. Unfreeze: Creating the motivation to change by disconfirmation of the present state, creation of survival anxiety, creating of psychological safety to overcome anxiety.
2. Move: Learning new concepts, new meanings and new standards by imitation of and identification with role modelling new ways of working, scanning for solutions and learning from trial-and-error problem solving.
3. Refreeze: Internalising of new ideas, meanings and standards by incorporating into self-concept and identity and into ongoing relationships and teams.
Each stage requires the leader to plan for and manage the process.
Alongside this, good practice teaches us that we need to spend time communicating and helping people cope with change, i.e. the personal transition that happens individually. It involves understanding how they deal with what is happening to them and having some approaches and a plan to ensure short term and longer term success.
Short term success - three steps for immediate action
Create a ‘listening channel’ where people can constructively share their emotions. For example, create a Slack channel, 15-minute virtual stand ups meetings in Zoom or MS Teams, or even an email thread. Ask brain-based questions like, “how are you feeling? What are you doing to create certainty and routines?”
Share resilience and emotional wellbeing tips with employees. Aside from simply sending physical hygiene tips, share mental hygiene tips and links to resources.
As a leader you are an ‘affect’ role model. Double check internal communications for emotional tone and impact, and help managers, leaders and influencers realise that they play an important role as emotion ambassadors too.
How to help people cope with change in the longer term
Helping people deal with change involves understanding that we all pass through a set of thoughts, emotions and behaviours at different rates, for a different amount of time, when the challenge of change impacts.
Accept the range of reactions and coping strategies
The ‘Change Curve’ is a useful tool that explains the stages people go through individually when change happens. It is based on a model originally developed in the 1960s by Elisabeth Kübler-Ross to explain the grieving process. She found that the stages are a part of the framework that makes up our learning to live with the one we lost. They are tools to help us frame and identify what we may be feeling and help us move from the initial shock and anger we feel through to accepting and committing to change.
The stages are not linear or the same for every person. Most are a normal part of the coping process and don’t have a set timeline.
The model helps you predict how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.
Action points
1. This is a great tool to discuss with a team and to use to recognise what stage different individuals have reached. Each stage involves different actions and activities to support people to move forwards.
2. Use it to help yourself identify how you are managing your own change process.
Tips for 1-2-1 communication situations during change
Spending time communicating with people individually makes a difference. Use these six points to help you manage a conversation well, particularly if it is a more difficult one.
Be very clear. Do not use hedging language or blurring words like ‘may be’ or ‘might need to.’ They cause confusion and misunderstanding.
Focus on them. It is tough for them. Focus on their feelings and don’t talk about how hard things are for you/everyone. Be empathetic.
Don’t get defensive. Stay calm. Speak with confidence. If there are open questions or concerns, write them down and let the person know when you will follow up with more information. Don’t blame or criticise others.
Be prepared to handle confusion. It’s normal to have to repeat information more than once for people in difficult times.
Acknowledge the other person’s reaction. Allow a few seconds for the information to be absorbed and then carry on. You could say something like ‘I understand this is a lot to get used to/how challenging this situation is.’ Don’t say “I know how you feel” because you don’t - everyone’s reaction will be very different.
Offer choices. Ask people for input and ideas to solve problems. Know your options and deadlines up front.
A final point on ‘Acceptance’ (the final stage in the curve)
There are outwards signs, found through conversations, that signify change is happening, perhaps expressed something like: 'It was difficult at first but I have now become accustomed to my new role and new opportunities have opened up.'
This stage is assisted by moving from short-term to long-term vision and building and embedding the new reality, so….
Enthuse about the future
Celebrate new successes
Make sure everyone is clear about new roles
Don't expect a radical change overnight
Convert complaints to action
Promote personal responsibility and accountability
Delegate where appropriate
Model new behaviours
Reduce the number of meetings relating specifically to change
Document any new procedures
Revise job descriptions and performance objectives
Change is inevitable. Growth is optional.