The Personal Side of Change!

Change is an interesting phenomenon. Change can happen at a snap of a finger whether you want it to or not. Bottom line its a fact of life… Change HAPPENS! To resist change is to create stress in the body, as stress will bubble to the surface through the lack of ability to accept and adapt/adopt/adjust to change.

What is significant here is that for most people “transpersonal change” DOES NOT happen in an instant. Personal change and how individuals move through change is different from person to person. The most challenging change is when there is a momentous ‘ending’ of some kind.

There are two experts Elizabeth Kübler-Ross and Byron Katie, whom I respect for their research and work on “Transpersonal Change” and “The Self”. Kübler-Ross's “5 Stages of Grief” from her book “Death and Dying” has become very popular in the world of business as it is similar to the ending of a process, a change in management, the death of a dream, or the death of a business. I have consulted with many companies in which I have successfully implemented elements from Kübler-Ross's "5 Stages of Grief" to develop a methodology to build an effective mechanism for ‘Change-Management’.

Byron Katie's methodology, entitled “The Work”, which is based in acceptance of the “What IS” has also been embraced by many companies. Byron’s book, “Loving What Is” can be an effective practicum on shifting how an individual perceives life events.

As human beings, there are certain things that we find easy to resist and reject; one of them is "change." While death is the ultimate "big change," this can also apply to an unfulfilled expectation that an individual is deeply bound to, as well as a mental model about the death of a dream, a relationship, or a parent. It is so essential that we support ourselves through any iteration of this death/change process; once we experience the shock of a change, the first tendency, as Kübler-Ross outlines, is to step into “Denial.”

In Byron Katie’s work, she encourages an individual when making statements about an event/change, whether these statements are about the people making the change or the actual change itself (i.e., projecting their judgments), to consider that these statements may not be true. In simple terms, if I make a statement about the VP making the change, "He is always making changes that are insignificant and do not make sense.” Once a statement like this is made the first thing the individual gets to do is to Stop and Ask themselves if the statement is true by turning it back on themselves to discover the truth: “I decide that I am insignificant so that I can surround myself in confusion.”  Next step is to ask themselves which statement is the truth (Answer: the one about themself). This dynamic is well worth considering along the journey of becoming more emotionally intelligent and self-aware.

Corporations (small and large) can support their people through change by using an efficient and effective “Change Management” process. A structured approach can be a proficient plan to ensure changes are implemented smoothly, thoroughly and create lasting benefits, i.e., sustainability. I have provided a diagram below of the “Kubler Ross Change Curve”. Throughout the years I have used this method to implement an efficient operational “Change Management” program to assist organizations in supporting their people through the personal side of change:

Change Management Process:

Stage One: Ending, Losing, and Letting Go:

A)      People enter this initial stage of transition when the change is first presented. --Therefore, it is best to find a path to “Sell the Change” in a way that people get it and feel as though they have been called to action in a positive way!

B)      This stage is often marked with resistance and emotional upheaval because people are being forced to let go of something that they are comfortable with. –

This is the purpose of selling the change in a fun, upbeat way

C)      At this stage, people may experience emotions such as: Fear, Denial, Anger, Sadness, Disorientation, Frustration, Uncertainly, or a sense of loss. –

People will go through each stage at their own pace. For example, those who are comfortable with the change will likely move ahead to stage three quickly. These people are identified as ‘Early Adopters’ and are typically 25% of the overall team. Others will linger at stages one or two and then as they see the ‘early adopters’ accepting the change they will begin to move forward; these are identified as ‘Adopters’ and are typically 60% of the team. Then there are those identified as ‘Late Adopters’ (typically 15% of the team) who may never jump on board with the change.  There must be acceptance for the ending before a person can begin to accept the new idea. If you don't acknowledge the emotions that people are going through, you'll likely encounter resistance throughout the entire change process.

Based on the intensity/impact of the change some people will “Fight or Flight” (Mostly Late Adopters)

 Stage Two: The Neutral Zone

A)      In this stage, people affected by the change are often confused, uncertain, and impatient.

B)      Depending on how well you're managing the change, they may also experience a higher workload as they get used to new systems and new ways of working.

C)      Think of this phase as the bridge between the old and the new; in some ways, people will still be attached to the old, while they are also trying to adapt to the new

D)      Here, people might experience:

·       Resentment towards the change initiative.

·       Low morale and low productivity.

·       Anxiety about their role, status, or identity.

·       Skepticism about the change initiative.

Despite these experiences, this stage can also be one of great creativity, innovation, and renewal. This is a great time to encourage people to stay curious and open to new ways of thinking, learning and/or working. A good place to introduce the concepts of the “Beginner’s Mind”.

Stage Three: The New Beginning

A)      The last transition stage is a time of acceptance and energy. People have begun to embrace the change initiative. They're building the skills they need to work successfully in the new way, and they're starting to see early wins from their efforts.

B)      At this stage, people are likely to experience:

·       High energy.

·       Openness to learning

·       Renewed commitment to the group or their role

Key elements to support you in a successful ‘Change Management” outcome and results:

·       Tip 1: Don't get impatient or try to push people through to stage three; instead, do what you can to guide them positively and sensitively through the change process. Empathy is a must!

·       Tip 2: The ‘Transition Model’ is like the change curve in that it highlights the feelings that people go through during change. Both models are useful in helping you guide people through change, and they fit together well.

·       Tip 3: While the model can help you guide people through change more effectively, it's NOT a substitute for an actual “change management” system

In summary Change can be good, healthy, and beneficial as it calls an individual to step out of their comfort zone and into the “unknown” to a place of learning and curiosity. The more that you keep the lines of communication open, especially to feedback, there can be openness to having dialogues. In addition, developing ways for people to be curious, to call upon them to support a process to mistake proof (Poka Yoke) and invent through the change in a positive way the more people will feel as though they have been “Called to Action”.

Keep in mind there is no company without their People!!! Call them to “Mastery”.

 My book "It was ME all Along, the Path to FREEDOM" is available on Amazon in paperback, Audible and Kindle formats.