Out of the shock paralysis

How change succeeds

Change happens everywhere and constantly. It is the driving force of evolution, whether in nature, in companies, or in projects. It happens whether we want it to or not. Anyone who wants to successfully shape change processes together with people needs more than a vision and good arguments.

Are you feeling the first gentle breeze of change, or can you hear the ticking time bomb in the executive suite, about to tear your world to shreds? Either way, change in companies rarely happens out of the blue. The rumor mill is already churning out speculation and premonitions. Often, we intuitively know that things can't continue as they are. Some secretly hope they can still cling to old habits for a while longer. Others express a desire for change: "I'd actually be glad if someone would finally get the ball rolling." The accumulation of conditionals and verbal softeners in this fictional quote reveals a "have it both ways" mentality. Still others are fiercely determined to completely overhaul the place, regardless of the consequences. Finding the right balance is difficult.

Whether anything actually happens depends on people's genuine willingness to change. A very good model for this is the so-called "energy formula of change." It states that three factors must be present with sufficient intensity for change to occur:

1. Dissatisfaction with the status quo
2. The clarity and attractiveness of the change objective or – if the word doesn't already annoy you – the vision.
3. The positive assessment of feasibility

The product of these three factors represents the available energy for change, which can vary greatly among those affected. As the saying goes, nothing happens if one of the factors is zero. To overcome the hurdle of change, the product of these factors must be large enough to exceed the expected effort. Unfortunately, this formula can only be applied qualitatively. However, it makes it clear that it is not enough to promise a better future and believe that everyone will then enthusiastically embrace change.

Most managers have grasped this, and so they spend a lot of time thinking about goals, strategies, and measures. And finally, after much deliberation and refinement, the result is proudly presented to everyone. Unfortunately, enthusiasm for the brilliance of the change managers is usually rather limited. Because regardless of whether those affected see more advantages or disadvantages for themselves, everyone is now entering uncertain territory. They're standing like non-swimmers on the bank of a river they're about to swim across.

Everyone has a queasy feeling. Some are also dreading getting water up their nose or even swallowing it. Fear, skepticism, and helplessness are written all over their faces.

Unfortunately, change planners often forget that, unlike the clueless "non-swimmers," they have already had time to familiarize themselves with the change and its associated consequences, and are surprised by these reactions.

Even though rumors and premonitions have already been circulating, the certainty hits those now informed like a shock. How great and lasting this shock is depends on how much energy for change can be mobilized by the announcement and the subsequent measures. Depending on this energy level, everyone goes through the further phases of change more or less intensely.

After the initial shock, those who anticipate what they perceive as undue harshness often adopt a defensive stance, expressed openly or covertly. Gradually, provided the change doesn't founder on this resistance, the rational realization takes hold that further resistance is futile and that the change, while difficult, is necessary. This then gradually leads to emotional acceptance. In this phase, people finally and truly let go of the familiar. The unproductive phases of resistance, frustration, and grief gradually give way to curiosity. Encouragingly, most now begin to explore the new situation. If it turns out that the change actually offers new opportunities, curiosity can even blossom into enthusiasm.

Only now does the learning process begin, which is necessary for those involved to effectively integrate the innovations into their work. They gain experience; productivity rises again. Eventually, with meaningful changes, the performance level that existed before the change is surpassed. Confidence grows, and the new gradually becomes a familiar companion.

I'd be happy to send you an overview of all the phases of change, including the typical emotional states of those affected, as well as suggestions for supportive measures. Simply send me an email with the subject line "Change" to p.siwon@die-menschliche-Seite.de.

I would also be pleased if you would send me your questions and answers on this topic.

Further information

Training & coaching
MicroConsult Training & Coaching on project management

MicroConsult training and coaching - overview

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