The_Essential_Manager_s_Handbook

ENABLING CHANGE / 139

Adjusting to plans

As leader, you need to use both logic and

emotion when explaining your plans. Be

persistent and emphasize to everyone

the benefits to come when the changes

have been made.

People take different lengths of time

to adjust to change and you should

prepare for the long haul: typically, the

adjustment process falls into distinct

phases, which are characterized by

different sets of behaviors. Be aware

that people who adopt change quickly can

show impatience with the slowest; this

can lead to conflict within the team, which

you may be called upon to help resolve.

Reacting to change

People react differently to change. At

one extreme are the innovators who

may be so eager to walk toward a new

future that they do not realize that no

one has followed them. At the other

end are the stragglers, who join in only

when everyone else has moved on.

Traditionalists hang on to the past,

viewing change as a threat. Surprisingly,

they have one thing in common with

the innovators—they respond with

emotion to the impending change. The

remainder—the cautious majority—are

likely to weigh up the arguments put

across on the basis of reason.

EXPECT DISSENT

When you introduce

high-level change, expect

at least 50 percent of your

people to hate the idea.

Tip

Conflict in the team:

resistance, anger, squabbling

Incompetence: depression,

apathy, resentment

Low output: feelings of

loss, the need to let go,

detachment from others

Increasing energy: gradual

acceptance of the new reality

Problem solving: exploring

the new situation and ideas,

experimenting, hope

Increased effectiveness:

search for new purpose,

commitment to new situation

Productivity:

reengagement, commitment,

motivation

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