Shift Happens!
Now to Next
The fundamental assumptions underlying any change in a human system are derived originally from research conducted by Kurt Lewin in 1947. For the last 70 years, the fields of psychology, sociology, anthropology, political science, economics, engineering, and even medicine have all been researching the impact that work has on people, and the impact that people have on the workplace.
Leveraging the best of many disciplines and research spanning the globe over decades, we come to what is recognized as the “nature of change”. In the research we often hear terms like “interventions”, “future state”, “current state”, “gap analysis”, and “action planning”. There are multiple Change Models, many with steps and sub steps. Some models are specific to a field or branch of science, like engineering or medicine. However, most of these change models reflect the same three phases that Lewin introduced in 1947.
I love what Dr. Edgar Schein, a leading expert in the fields of Organizational Culture and Change, said about Lewin:
“I am struck once again by the depth of Lewin’s insight and the seminal nature of his concepts and methods…[they] have deeply enriched our understanding of how change happens and what role change agents can and must play.”
So, to keep things simple, and in honor of Lewin’s original work, we have chosen to show the Nature of Change in 3 Phases: NOW, TO, and NEXT.
Change, in and of itself is the transition from where we are NOW to whatever is NEXT.
The most difficult part of change is the shift itself, as seen by the gap between the NOW and the NEXT - we have labeled that Gap simply as TO. It is during the shift, at the tipping point, that we have an important choice to make.
We have the choice to stay in the discomfort that change brings or move forward and discover the benefits and opportunities that await us.
The Change Curve
As mentioned in Chapter 1, there have been decades of research on how people experience change at the individual level, at the group level, and at the organizational level.
There are six stages to the Change Curve. Below is just an overview of each stage. We will dive deeper into the personal experiences of each stage in Chapter 3: Personal AdaptAbility.
Stage 1: Denial
Stage 1 often starts with shock and a sense of loss - whether or not the change is “good” like a job promotion or welcoming a new baby to the family, or “bad” like getting laid off or having a family member pass away. Our first reaction will be one of denial. We can’t believe this situation is happening and our minds race to find some sense of stability and sanity.
Being in Stage 1 feels almost like driving in the fog, unable to clearly see the road ahead yet, and for your own safety, you must keep moving forward. Feeling almost nothing, we go on “auto-pilot” while trying to make sense of what we just heard or experienced. At this stage, our primary focus in on self-protection and a need to create a sense of personal safety and stability.
Stage 2: Doubt
Stage 2 brings our mind into the situation. We begin to assemble our thoughts about our circumstances and seek to gather more information. Doubt also triggers emotions like anger and frustration, causing resentment and blame to be our go-to behaviors.
When new information is presented, we will doubt the facts given and even doubt our own doubts. If we aren’t careful we can get stuck in an “us versus them” pattern of thinking that creates a wall for any new, and often important information, to be heard and understood. At this stage, our primary focus is on being “right” and we have a need to gather facts and information to help process the shift we are experiencing.
Stage 3: Discomfort
Stage 3 creates a wave of emotional response. Anxiety, confusion, and feelings of being overwhelmed are common in this stage. This often progresses into a sense of depression or longing for how things used to be.
During this stage, there is a natural tendency to experience a lag or decrease in our performance and effectiveness. In this stage we may think that we are “off our game” or that we “really just don’t care anymore” when asked about the change or shift we are experiencing. At this stage, our primary focus is on the problem to solve, and a need to reframe our perspective to consider the larger view of the situation or circumstance.
Stage 4: Decision
Stage 4 is all about making decisions and taking action. The first three stages had us “stuck in the past”. Now we turn our face towards the sun and the bright future that this shift will bring with it. It is in this stage that we need to choose to take action, any action, that will move us forward.
Leveraging creativity, seeking ways to do things better, and embracing the opportunity to be an active participant in the change – these are the hallmark characteristics of this stage. It is in this stage that we welcome opposing views, we search for viable options, and have a renewed decisiveness. At this stage our primary focus is on finding solutions and a need to contribute to the path moving forward.
Stage 5: Discovery
Stage 5 is all about discovery and determination. We begin to grasp the meaning of the shift and enjoy a deeper understanding of the benefits and potential of this new way of being. We are energized, hopeful, and yet realize we haven’t reached the finish line yet. In this stage we are challenged to finish strong and achieve what we have already determined to be our success in the situation or circumstance we find ourselves.
At this stage we are able to begin to realize the important insights and learning that have occurred in the process of our shift. We are in a heightened learning mode, seeking to build upon what we have learned about ourselves, about others, and about the very nature of change itself. At this stage our primary focus is on achievement and a need to fully integrate the insights we have gained.
Stage 6: Development
Stage 6 is all about development and giving back. As the shift seems to become a memory and what was “new” now has become our “normal”. We have reached the end of the Change Curve, yet feel there is still more we can do with what we have experienced. Here we realize we have fully transitioned from a survival mode to actually thriving beyond the situation or shift that began our journey through change.
When we can experience positive changes that result in our reaching this stage, we build resilience and adaptability for ourselves. AND, we realize that our experience has equipped us to help others as they transition through the same or similar shifts in their personal or work lives. We find the joy of being an advocate, support, mentor, or coach to others, allowing our insight and learning to be shared and leveraged in another person’s change journey. At this stage our primary focus is on continuous improvement and a need to reach out to better others that need our help and support.
The Change Curve has become the empirical standard that we use to gain more awareness of how change
impacts people, what they experience,
and what they need,
to successfully move from discomfort to discovery.
Many overlay the Nature of Change we referenced earlier with the Change Curve. Denial and Doubt would rest in the NOW box, Discomfort and Decision in the TO box, and Discovery and Development in the NEXT box. Although there is ample research to support an integrated view of the Nature of Change and the Change Curve, we find it less confusing if we keep them independent, while recognizing their interdependency.
Flipping a Coin
In many current books, presentations, and articles you will notice the statement that “70% of change efforts fail”. This is an unsubstantiated claim and has no empirical research to support that statement. So, we must ask the question,
“What then is the overall success rate
of change efforts?”
Two separate studies, one from the consulting firm McKinsey & Company and the other from the consulting firm Prosci have placed the success/fail rate of change initiatives in organizations at an average 50/50 chance. Although not as high as 70%, if an investment is being made into an important change, be it in life or work, 50/50 chance just isn’t good enough.
Unfortunately, when people choose a change – be it moving to a new city or adding a new software application to the organization – they choose it based on the expectation that it will be successful. Unfortunately, this “anticipated change curve” is a hope, not a reality. No matter how much we want to believe a change is beneficial, we must choose to plan effectively to manage the realities of how that change will impact ourselves and others.
We must start with Awareness. When humans experience change, we lose productivity and effectiveness. We call this the performance gap. When we fail to plan for this performance gap, we are effectively flipping a coin on whether the change will be somewhat successful or even a complete failure, such as implementing a technology that no one uses. However, when we realistically plan for impact of the change, we increase the odds of it being successful and minimize the intensity and duration of the performance gap.
Most of what we have been talking about is referencing large scale or organizational change efforts.
How can we equip and empower effective change management at all levels – the individual, the group, the organization, and the community?
The answer is simple, change efforts fail when those making the change fail to address the needs of people at each stage as they go through change.
Let’s discuss what those Success Strategies look like for each level of change and what happens when we don’t effectively address them.
Success Strategies
If we seek to lead change at the individual, group, or organizational levels, we need some guidance. We need to understand some of the strategies we can leverage to equip, empower, engage, and encourage others (or ourselves) when shift happens.
Because we predictably experience change, we can create best practices to help us be successful in transitioning to the next stage. Ultimately, our goal is to make the transition all the way to Development, where the shift is fully integrated in our lives and what was new has become the new normal.
For each stage in the Change Curve, there are specific behaviors and actions that research shows help to build trust and better support those experiencing a change in situation or circumstance. For each stage, the following Success Strategies have been identified.
Success Strategy 1: Ensure Alignment
In the stage of Denial, our primary focus is on creating a sense of safety and alignment. To best support people in this stage, a high level of direction and support are needed. Clear instruction, simple messages, and reassurance are required at all levels. It is in this stage that we need to recognize that, although we may not see the impact, intensity, or importance of the shift for ourselves, we can show compassion and care knowing that others may see the change differently than we do.
Often, we forget what it is like to hear the news because we have already moved through this stage. Whether individually, in a team, or as an organization, successfully moving through Stage 1 requires us to authentically acknowledge the fears and concerns that are being voiced. If we don’t show care in how the news of change is initially received and how we respond, we will be set up for fighting harder and longer than is needed to help people through this stage. Additionally, it is important to be actively listening and willing to hear the initial emotional reaction with respect. Some may simply say “hmmm”, while other will express far more emotive words or phrases. Ensuring alignment and safety means that questions will receive purposeful and timely responses.
Success Strategy 2: Clearly Communicate
In the stage of Doubt, our primary focus is on communicating with clarity and consistency. When leading a team or organization, it is important that messages be delivered consistently and at the same time and same way, to maximize alignment and reduce any additional confusion or fear.
The greatest hurdle to overcome in this stage is the tendency to assume the worst or fill in the information gaps with unreal data. As an organization, this is where the Frequently Asked Questions (FAQ) and Talking Points documentation is so vitally important.
I often get asked, “Do we just make up the questions for the FAQ and then answer them?” YES! You anticipate the types of questions that will be asked based on the circumstances of the shift and the impact to individuals and teams. By proactively answering questions, and filling in the information gaps with facts, we are able to best support people through this stage.
Let’s be absolutely clear – clear communication is a leadership responsibility! I have experienced many cases of technology implementations where the change communication was left in the hands of a well-meaning IT project manager instead of the organizations’ leadership, resulting in communication chaos and a very stressed out IT professional.
Communication MUST be:
Comprehensive and clear.
Purposeful and planned.
Responsibility and on the radar
of leaders at the top.
Obviously, the scope of the plan will depend on the scope of the project. However, having leadership support and alignment of messaging is critical to gaining the engagement needed to get through the next stage.
Success Strategy 3: Create Engagement
In the stage of Discomfort, our focus needs to be on engaging the heart, mind, and hands of those going through this stage. Although there are exceptions to every rule, people want to have a good day, contribute positively to their lives, and make a difference.
I just don’t believe that people wake up in the morning, get out of bed, and while stretching ask themselves, “How can I screw up today?” Humans are selfish creatures and we want to feel good about ourselves. Creating engagement requires understanding what motivates behavior and how to communicate in a way that excites the hearts and minds, and moves people into action.
In Chapter 6, we will discuss AdaptAbility and RelateAbility where we will review the Four Core Convictions that are shared by every person. These Core Convictions are the foundation for engagement. Our messaging should help others see how they will benefit from the change (Ambition), understand the value and importance of the shift (Belief), see how we are helping people through the change process (Compassion), and articulate an action plan with milestones and accountability (Discipline).
On a personal level, we will see others experience depression and lack of activity at this stage. To best support others on the individual level, we need to also engage them into action. It may be going to a movie, taking a walk, or beginning a new project. Often a physical or mental distraction can be the catalyst for us to shift from Discomfort to Discovery.
Success Strategy 4: Build Confidence
In the stage of Decision, we have chosen to look forward instead of backwards. Seeking ways to reinforce the positive and build confidence are critical steps in this stage. I often refer to those experiencing this stage as new drivers – excited about the opportunity to drive, yet often scared to death of getting behind the wheel. Just as new drivers need practice driving under the guidance of an experienced driver, so do people need training, coaching, and support to feel confident and capable to really anchor the new normal during a time of shift.
We all have seen the TV shows where the parent yells at the new driver for missing the turn signal, only to realize that no one actually showed them where the lever was in the first place. Or the backseat driver is hassling the new driver to go faster and stop driving “like an old man”. (Being an “old” man myself, I take that as a compliment to my safe driving habits.) We cannot rush someone into being confident, nor can we expect them to become capable without having the time and opportunity to learn.
Organizationally, this is where the value of the Training Plan becomes so vital to any change initiative. Knowing exactly what roles will be impacted, how they will be impacted, and the specific behaviors or skills needed in the NEXT stage should drive a comprehensive training plan to support employees in becoming new drivers when the situation or circumstances shift.
On the individual level, our role as coaches and friends is to encourage the movement forward, even if the steps are not as significant as we would like them to be. Think back to how parents respond when a child takes his/her first steps. They look awkward and tend to fall after a step or two. We don’t sit them down and review the training plan on how to walk. Instead we encourage them and celebrate the steps they have taken. Unfortunately, when someone is going through a shift that has pushed them down, others are often quick to judge instead of cheering them on. Engagement has as much to do with others as it does with our own transition to Decision.
Success Strategy 5: Share Knowledge
In the stage of Discovery, we have crossed over the hill and are picking up speed. We are excited, feel confident and are integrating the shift into lives. This is where we want everyone to be all along! In this stage, we need to celebrate the wins, acknowledge the challenge and look beyond the impact of the shift on us. In organizations, the leaders and early adopters reach this stage first. Remember, that until the entire organization or team is at Stage 5, there is still work that needs to be done.
Sharing experiences and storytelling are powerful tools in supporting those in other stages. We now have the opportunity to share our knowledge, our real-world experiences, our learning, and our journey through the Change Curve. A downside of this stage, however, is the tendency for us to forget there are others behind us needing support, or ignore the need to move forward into the final stage of change.
Highlighting success stories, honoring the service of our change champions, and giving credit for the hard work and progress are critical to maintaining the momentum of any team or organizational change. On the individual level, this is the time to take a moment and celebrate and express gratitude for what we have learned from the shift we have experienced. It is also an ideal time to thank friends and family that have been by our side throughout our shift and supported us through each stage of change.
Success Strategy 6: Continuously Improve
In the stage of Development, we have reached the level of full integration. However, we can’t assume that all is done. Is there a sustainment and maintenance plan in place? As the project team moves on, who has the responsibility to keep the system running or to continue the improvements needed to optimize the process? These are critical questions to ask. If not addressed, shift may be only temporary or become a book of the month initiative that leaves not lasting and not impactful. Having a post-change plan is critically important to making the change really “stick” in the team or organization. Change fatigue is a real issue that can arise if too many changes are introduced in a short timeframe.
Think about team and organizational changes like remodeling a vintage car. The project may come to completion as we show off the shiny new vehicle to our friends and neighbors, but without ongoing maintenance it will become ineffective and break down. The purpose of the restoration was not just to launch the new look, but to have a viable source of transportation.
Change resistance is a real issue that can arise if changes are completed but show no benefit for the energy and effort it took to implement them.
On the individual level, we all know about our New Year’s Resolutions. We make changes and, if we follow through with them, we see good results. However, if we don’t have a plan to sustain or reinforce the new behaviors, we will revert back to our old habits. As change champion and coach, we need to realize that the celebration of reaching a milestone is an awesome moment to reach. We also need to recognize the need for ongoing support and care, especially if those we are supporting are working through shifts that have life-long impact.
So, what happens if we fail to meet the needs of a stage as we are managing a shift?
The image below is an adaption of a graphic shared by T. Knoster at a conference in 1991. In this adapted version, we see each of the success strategies needed to support people though each stage of change. We can also see the logical result of that change if one of the strategies is missing or incomplete.
Our goal is to have built AdaptAbility and a team or organization that is ready to reap the rewards that prompted the shift in the first place. However, as we can see on the image from the previous page, the very real threat of Confusion, Anxiety, Resistance, Frustration, and Inconsistency are logical results of failing to manage change successfully.
When all is said and done, change efforts fail because we fail to support the people that are experiencing the change. Leveraging the success strategies we have presented, will equip and empower ourselves and others to better transition from Discomfort to Discovery.