Change agentor change victim?Issues forum – May 2009

For many, the current economicsituation understandably focusesanxious attention on the loomingpossibility of intense and unwelcomechange to working and personal lives.However, why is it that even in lessvolatile times, whenmost organisationalchange projects don’t impact uponindividuals to the same extent, thoseproposals can still be met with highlevels of hostility?

Change agent or change victim? – May 2009

Providing an insight into the principlesof Change Management, Alison Maxwellof the andpartnership considers howorganisations can make change workpositively for them so that not only canproposals be driven through as smoothlyand painlessly as possible, but also thebusiness emerges the stronger for it.

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Choosing changeSo why do the very same people seemto struggle to accept workplace changeand have to be led kicking and screamingthrough it? The key lies in whether “change”is perceived as chosen or imposed – thesimple fact is that when we feel we havechoice and control we are far more likelyto approach change resourcefullyand positively.

Obviously choosing change is much easierin our personal rather than work lives. Inorganisational life it is often initiated by otherpeople, where those initiating change areinclined to see it as timely and necessary,solving problems to move the organisationforward. However those on the receiving endare more likely to see change as arbitrary,threatening and disruptive. In such a climateit becomes extremely difficult to implementany change, irrespective of its merits. It istherefore essential for all concerned tounderstand something about the underlyingdynamics of change and how people canboth help themselves and others through it.

“Whilst change may not be optionalfor organisations, it is optional forindividuals - and therein lies boththe problem and the solution tosuccessful change”

Contrary to myth people can copewith change. Whether it is taking ona new role or changing a car, peopleseem to handle change pretty welland even go to lengths to seek it out.

Change agent or change victim? – May 2009

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Phase 1 – Ignore and denyImagine for a moment a manager standingup in a meeting to announce a restructure,a relocation, downsizing, etc. While themanager uses very rational and logicalargument to justify the proposal, it is as ifthese arguments are falling on deaf ears.

This is because people have entered thefirst phase of change; “ignore and deny”.Typically the announcement comes assomething of a shock or surprise whichpeople struggle to understand, let aloneaccept. It is therefore easier for people to

pretend change isn’t happening and hope itwill go away. However, the manager mightbe forgiven for thinking that the team is onboard since he hasn’t heard any objectionsand be shocked to find everyone carrying onas if the announcement hadn’t been made.

What the manager does now is critical. Itwould be tempting to adopt a “shout louder”approach, hitting people over the head toacknowledge and accept the proposal.However the prudent leader knows thatit just hasn’t sunk in yet and people needtime to absorb the message.

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Shock1 - Ignore/Deny 4 - Implement/Sustain

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Concern for the past -potential losses

Concern for the future - potential gains

Denial

Blame

Bargain Acceptance

Explore

Understand

Integrate

Sustain

Apathy

Anger

The cycle of changeResearch shows that people react to imposed change in predictable ways, followinga four stage behaviour pattern:

How to help:

• Give information and visible support

• Provide factual information, clearly,honestly, compassionately andconsistently

• Gentle repetition of the coremessage – avoid mixed messages

• Link the change to business drivers

Phase 2 – React and resistAfter a period of time things will move onand individuals become more likely to voicetheir objections and concerns, often veryemotionally. In this second phase; reactand resist, a wider variety of emotions suchas anxiety, confusion, anger and blame willbe displayed.

Underlying these reactions is a very real fearof what losses the change might represente.g. job security, familiarity, relationships, etc.These may be real or imaginary and it is notunusual for fears to become magnified outof all proportion.

This can be the most challenging phasefor all concerned with people at their mostanxious and managers most under pressureboth to deliver the change, and maintaincredibility with the team. Performance andproductivity typically dips during this phaseand there is often pressure to push the

change through. However this runs therisk of unintentionally intensifying resistanceand deepening negative reactions.

Tempting as it might be to downplaythe potential impact of the change, anempathetic approach which acknowledgesindividuals’ fears and concerns is essential.Telling people that they need to “get over it”will only intensify their reaction andprolong the time they spend in this phase.Understanding how to handle resistanceand negative reactions is therefore a vitalskill in the change manager’s armoury.

How to help:

• Give support - listen to individualconcerns, acknowledge their reactions

• Be consistent and honest

• Articulate what is not changingas well as what is

• Avoid arguing or ignoring

Phase 3 – Investigateand exploreThe shift to phase 3; the investigate andexploration phase, is signalled when the“fight” seems to go out of the situation.People start to show a grudging acceptancethat the change will be happening, even ifthey still aren’t committed to it.

Eventually there will be an upswing inenergy and attitudes as individuals getmore exposure to what the change willmean in practice and start to see its prosas well as cons. Be warned however thatsome individuals may swing back to phase2, as they find out more about the practicalimplications for themselves.

A participatory management style isessential during this phase, focussing onhow the change can be implemented andthe individual’s role in it. This simple strategyhelps people to accept change, restoringa sense of personal control and choice,

bringing with it increased engagement andpersonal commitment. Pushing too hard atthis stage only sends people spiralling backinto the emotional territory of phase 2.

How to help:

• Give encouragement, createopportunities for people to explorenew possibilities

• Make gains tangible, outline thepros and cons of the change

• Avoid pushing, rushing or punishingmistakes

• Don’t over sell the change ormisrepresent future options

“Change may be the only constant –but it doesn’t mean people have tolike it”

Change agent or change victim? – May 2009

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Phase 4 – Implementand sustainThe final phase involves all the practicalwork to make the proposal a reality.Once people have genuinely accepted thechange, can see the benefits for themselvesas individuals as well as the organisation,and know how to make it happen, changetends to happen rather than stalling.

The prudent leader avoids micro-managingat this stage, reinforcing individual actionand initiative. However considerablepersistence and resilience is required tomake sure the change genuinely takes hold.

Tempting as it may be to move on tothe next change project, it is important tomake sure it is embedded and sustainedin ‘business as usual’.

How to help:

• Give reinforcement – supportdelivery of desired outcomes

• Support risk taking and innovation

• Reward effective performanceand encourage communication

• Avoid micro-managing, controllingchoice or limiting participation.

Using the cycle positivelyFor the individualWhilst it is easy to see the cycle as aneat linear process it is not experiencedby everyone in an identical way. Many willmove backwards as well as forwards andsome may become stalled, particularly inthe difficult second phase. Some individualsjust take longer to move through theprocess than others. However knowledgeof the cycle can help individuals understandthe process they are going through. Keyto moving forward is to focus on what canbe controlled or influenced in the situation,rather than on what can’t. This simplestrategy helps individuals to regain a senseof personal control and choice, and avoidsthe trap of becoming a change “victim”.

For the managerIt is important for the manager toremember that we cannot legislate orplan for how change will be experiencedby others. However, leaders can make ahuge difference to how it is accepted andultimately implemented in their organisations.A knowledge of the cycle can help managersdiagnose how best to help their people, aswell as the strategies to avoid.

“We don’t get to choose the changesthat come into our lives, but we doget to choose how we respond”

In conclusionWe are all faced with constant change;some of which we control and embrace,some of which may be imposed andthreatening. Our working lives are noexception and whilst we cannot individuallycontrol the economic climate nor necessarilythe corporate decisions made to secure theorganisation’s survival, we can still find waysto remain proactive. Being better preparedto understand the dynamics of change,particularly the fears and uncertainties itbrings, we are more likely to make a positiveimpact within our sphere of influence andthereby stand a better chance of securingour own future. After all, given the choice,most would rather be a change ‘agent’than a change ‘victim’.

Alison Maxwell, BScMAMAAlison is a Director of the andpartnership ltd,an organisation development and changemanagement consultancy specialisingin the ‘human side of change’ and thedevelopment of change leaders. Shecan be contacted via email atinfo@andpartnership.com, or at0870 4050060. For more informationplease see www.andpartnership.com

Philip BladonJoining QBE in 2003, Phil brings over16 years’ operational and managerialexperience from the mining and the metalsindustries, and now some 14 years in theinsurance sector where he has specialisedin liability risk management, primarily inhigh-hazard industries.

He is a European Engineer, CharteredMining Engineer, Chartered Member ofIOSH and a Chartered Safety Practitioner.

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Disclaimer This document has been produced by QBE Insurance (Europe) Limited (“QIEL”). QIEL is a company member of the QBE Insurance Group.

Readership of this Forum does not create an insurer-client, advisor-client, or other business or legal relationship.

This Forum provides information about the law to help you understand and manage risk within your organisation. Legal information is not the same as legal advice.

This Forum does not purport to provide a definitive statement of the law and is not intended to replace, nor may it be relied upon as a substitute for specific legal or other professional advice.

QIEL has acted in good faith to provide an accurate Forum. However, QIEL and the QBE Group do not make any warranties or representations of any kind about the contents of this Forum, the accuracy or timeliness of its contents, or the information or explanations (if any) given.

QIEL and the QBE Group do not have any duty to you, whether in contract, tort, under statute or otherwise with respect to or in connection with this Forum or the information contained within it. QIEL and the QBE Group have no obligation to update this report or any information contained within it.

To the fullest extent permitted by law, QIEL and the QBE Group disclaim any responsibility or liability for any loss or damage suffered or cost incurred by you or by any other person arising out of or in connection with your or any other person’s reliance on this Report or on the information contained within it and for any omissions or inaccuracies.