The Psychology of Organizational Change
Content
The Psychology of Organizational Change
Posted by kyle toppazzini on Tue, Apr 09, 2013
Many of us may be familiar with change management models used in
organizational change, including aspects such as:
1) Creating the urgency for change;
2) Creating a compelling case for change;
3) Creating and communicating the vision for change;
4) Removing obstacles;
5) Creating short-term wins;
6) Making change a part of the corporate culture.
What I find most interesting are the differences between the standard
change management model and the psychological process an individual
experiences when faced with change. In my view, one of the reasons that
change management models are ineffective is because they do not align
closely enough with the psychological processes an individual undergoes
when confronted with change. This article describes the journey people
make when faced with change, and it recommends some suggestions to
make change management more effective.
Psychology of Personal Change
According to the psychologists Prochaska and Di Climente, most people
experience the following phases when confronted with change:
Pre-contemplation: People do not even consider changing, which
may manifest itself as a form of denial.
Contemplation: People contemplate the change but giving up
established behaviour patterns gives them a feeling of loss. During
this stage, people assess barriers (e.g., time, expense, hassle, fear,
“I know I need to, but …”) as well as the benefits of change.
Preparation: People make the decision to change. They may
experiment with small changes as the wiliness to change increases.
Action: People take action to change. If prior stages have been
neglected, action itself is insufficient.
Maintenance and Relapse Prevention: People take the required
steps to sustain new behaviours.
Personal Change Process vs. Organizational Change Process
Comparing the change model previously described as experienced by the
individual and the model used for change management reveal both
similarities and differences.
For instance, contemplation may happen when the need for change is
urgent and a compelling case can be made to act. However, a logical
case made for change may not compensate for deficiencies in the
implementation of a change management model that does not address
associated barriers and the feeling of loss individuals feel when confronted
with the change. Communications concerning the necessity for change
may not adequately address failures in the workings of the current
method as well as the significance such change will have to employees
asked to enact it.
Additionally, action, maintenance, and relapse prevention may be
addressed in a standard change management model to create short-term
wins and make change part of the corporate culture. However, if prior
phases in the change process undertaken by individuals are ignored then
creating short-term wins may be insufficient in the management and
implementation of change.
How can the standard change management model be altered to
better address individual needs?
There are many ways that leaders responsible for implementing change
can assist employees in the individual change process.
1) Use story telling in your communication. More and more
politicians use story telling as a means to connect with voters and to help
people better relate to the points they wish to make. Leaders can use the
same strategy when communicating the need for change. For example,
leaders often give speeches such as:
We need to work smarter and not harder. I see the sacrifices employees
make day-in-day-out for this company, such as XXX, who like many of you
has a family and consistently works until seven or eight o’clock at night.
Working hard has gotten us this far, but companies like XXX or YYY have
implemented AAA and productivity has increased by 60%. The employees
of these companies now get to spend the quality time they need with their
family.
Story telling is one way to assist people through the pre and
contemplation phases.
2) Challenge yourself as a leader and be a role model for change.
A leader simply claiming that change is difficult is simply not effective. You
must be prepared to demonstrate first-hand experiences that change is
difficult. Whether such change manifests itself as a personal challenge to
lose weight, run a marathon, or face a reduction in salary, your employees
look to you as role model when faced with change.
In addition, be prepared to demonstrate that the change you underwent
or will experience is comparable to the change you are asking of them.
Just saying you understand their pain is ineffective; you should be able to
personally relate to the sacrifice you are asking them to make.
Being a source of motivation for your employees will help individuals
accept and enact change.
3) Encourage action and learning over failure. It may be a tough pill
to swallow, but if you want change to be successful then you must accept
the possibility of failure. Instilling in your employees with the fear that
failure will not be tolerated will not motivate them to change. Motivating
people to change means removing the barriers that keep them from
changing.
Encouraging action and learning over failure creates the safe environment
employees need to embrace change.
Concluding thoughts
In this article I discussed the phases that individuals undergo when
confronted with change; the phases that make up the standard change
management model; differences and similarities between the two models;
and suggested actions to improve the effectiveness of change initiatives.
Share your thoughts. What has worked in your organization?
Posted by kyle toppazzini on Tue, Apr 09, 2013
Many of us may be familiar with change management models used in
organizational change, including aspects such as:
1) Creating the urgency for change;
2) Creating a compelling case for change;
3) Creating and communicating the vision for change;
4) Removing obstacles;
5) Creating short-term wins;
6) Making change a part of the corporate culture.
What I find most interesting are the differences between the standard
change management model and the psychological process an individual
experiences when faced with change. In my view, one of the reasons that
change management models are ineffective is because they do not align
closely enough with the psychological processes an individual undergoes
when confronted with change. This article describes the journey people
make when faced with change, and it recommends some suggestions to
make change management more effective.
Psychology of Personal Change
According to the psychologists Prochaska and Di Climente, most people
experience the following phases when confronted with change:
Pre-contemplation: People do not even consider changing, which
may manifest itself as a form of denial.
Contemplation: People contemplate the change but giving up
established behaviour patterns gives them a feeling of loss. During
this stage, people assess barriers (e.g., time, expense, hassle, fear,
“I know I need to, but …”) as well as the benefits of change.
Preparation: People make the decision to change. They may
experiment with small changes as the wiliness to change increases.
Action: People take action to change. If prior stages have been
neglected, action itself is insufficient.
Maintenance and Relapse Prevention: People take the required
steps to sustain new behaviours.
Personal Change Process vs. Organizational Change Process
Comparing the change model previously described as experienced by the
individual and the model used for change management reveal both
similarities and differences.
For instance, contemplation may happen when the need for change is
urgent and a compelling case can be made to act. However, a logical
case made for change may not compensate for deficiencies in the
implementation of a change management model that does not address
associated barriers and the feeling of loss individuals feel when confronted
with the change. Communications concerning the necessity for change
may not adequately address failures in the workings of the current
method as well as the significance such change will have to employees
asked to enact it.
Additionally, action, maintenance, and relapse prevention may be
addressed in a standard change management model to create short-term
wins and make change part of the corporate culture. However, if prior
phases in the change process undertaken by individuals are ignored then
creating short-term wins may be insufficient in the management and
implementation of change.
How can the standard change management model be altered to
better address individual needs?
There are many ways that leaders responsible for implementing change
can assist employees in the individual change process.
1) Use story telling in your communication. More and more
politicians use story telling as a means to connect with voters and to help
people better relate to the points they wish to make. Leaders can use the
same strategy when communicating the need for change. For example,
leaders often give speeches such as:
We need to work smarter and not harder. I see the sacrifices employees
make day-in-day-out for this company, such as XXX, who like many of you
has a family and consistently works until seven or eight o’clock at night.
Working hard has gotten us this far, but companies like XXX or YYY have
implemented AAA and productivity has increased by 60%. The employees
of these companies now get to spend the quality time they need with their
family.
Story telling is one way to assist people through the pre and
contemplation phases.
2) Challenge yourself as a leader and be a role model for change.
A leader simply claiming that change is difficult is simply not effective. You
must be prepared to demonstrate first-hand experiences that change is
difficult. Whether such change manifests itself as a personal challenge to
lose weight, run a marathon, or face a reduction in salary, your employees
look to you as role model when faced with change.
In addition, be prepared to demonstrate that the change you underwent
or will experience is comparable to the change you are asking of them.
Just saying you understand their pain is ineffective; you should be able to
personally relate to the sacrifice you are asking them to make.
Being a source of motivation for your employees will help individuals
accept and enact change.
3) Encourage action and learning over failure. It may be a tough pill
to swallow, but if you want change to be successful then you must accept
the possibility of failure. Instilling in your employees with the fear that
failure will not be tolerated will not motivate them to change. Motivating
people to change means removing the barriers that keep them from
changing.
Encouraging action and learning over failure creates the safe environment
employees need to embrace change.
Concluding thoughts
In this article I discussed the phases that individuals undergo when
confronted with change; the phases that make up the standard change
management model; differences and similarities between the two models;
and suggested actions to improve the effectiveness of change initiatives.
Share your thoughts. What has worked in your organization?
