The current megatrends of globalization, digitalization, and connectivity are presenting companies with ever greater challenges—especially in the context of the ever-increasing pace of change that can be experienced everywhere. This development is reflected in flatter hierarchies and increasing project business, with the queue of projects showing little sign of decreasing.
Accordingly, I repeatedly see improvement projects being imposed by top management that must be implemented as quickly as possible and are intended to bring maximum benefits to the company in terms of quality, costs, and/or time. At the same time, products and processes must meet the requirements of global markets in terms of sustainability, personalization, and regionalization in order to remain competitive globally, according to the Fraunhofer Institute for Manufacturing Engineering and Automation IPA in Stuttgart.
Although we can all observe what I have just described on a daily basis and actively shape developments, I regularly encounter completely opposite situations in my everyday work with many companies. When a system is implemented to make processes more effective and efficient, I experience the following scenario almost weekly:
Just a moment ago, there was enthusiastic applause when the elaborately designed presentation demonstrated how customer satisfaction can be increased. But in the next moment, the mood changes. When it becomes clear that existing procedures will have to change in order to achieve the targets just presented, it is not uncommon for consternation and silence to spread among the managers and employees present. Rational arguments are quickly found to explain why the desired innovations cannot be implemented at the moment. For example, there is a lack of resources or time. After all, some projects are already running in parallel. These are supposedly good arguments that prove that changing the status quo is virtually impossible at the moment.
But why is it that when changes are announced, caution and doubt prevail, even though the arguments for change and its benefits are rationally understandable and sound? After all, everyone has just agreed to the changes necessary to ensure competitiveness. So why is it that the willingness to change declines all the more among both employees and managers the more concrete the upcoming change project becomes?
It took me a while to realize what was behind these seemingly irrational reactions. I identified four different phases and the accompanying emotions that need to be taken into account when going through change processes.
Phase 1: Euphoria or rejection
Depending on the type of change sought and the driving mechanism of each individual employee, spontaneous emotional reactions arise among those involved in the first phase of change.
It may be that some are absolutely enthusiastic, perhaps even euphoric, and want to start implementing the changes right away. Due to their high level of motivation, these employees are able to generate a great deal of energy for implementation, as they are acting in accordance with their values or expect to benefit from the upcoming change. The result of this enormous implementation energy is reflected in the creative exchange among them, which often leads to good implementation methods, provided that the leader knows leader to steer the process.
Other employees, on the other hand, may feel uncertain or even shocked. This leads them to adopt a negative attitude. Although these employees also understand intellectually why the current situation needs to be changed, on an emotional level they primarily feel fear. The causes of this fear are manifold. For example, many fear having to give up or even leave their familiar surroundings. In addition, there is often a concern that they will not be able to cope with the upcoming new circumstances. Employees often fear reaching their limits even at this early stage. As a result of the disorientation they experience, it is not uncommon for massive resistance to arise. Individuals appear paralyzed and behave primarily passively and cautiously toward the outside world.
Phase 2: Denial and resistance
After the initial euphoria of creating something new and being able to contribute, I often observe in practice how the energy for implementation declines over time. The reason for this is uncertainty, because the effects of the changes on everyday life are still unknown. It even happens that initially highly motivated employees become infected by the fears of some of their colleagues and their enthusiasm for implementation is dampened. As a result, some employees completely lose sight of the original goal. In addition, the growing disorientation promotes frustration.
The result of these developments: employees avoid dealing with the change altogether. Since the old no longer works and the new does not yet work, the old and familiar is exaggerated and presented as better than it actually was. Many employees now find themselves in a state of denial and rejection. The actual goal and its positive aspects are ignored. At the same time, employees feel uncertain and uncomfortable. This can manifest itself as anger and resistance, but also as sadness, which in turn becomes apparent through restraint and passivity.
Even you, as leader not immune to this. It is possible that you may deny that you have to deal with resistance from employees.
Phase 3: Trying it out
In the third phase, initial successes lead to increasing acceptance of the new approach, and employees try it out with visibly growing determination. This burgeoning energy for implementation is derived not least from the previous anger. When consciously channeled, the former anger can be transformed into positive emotions through experiences of success, thus forming the breeding ground for initial very good results.
Even if the results are still unstable, employees are increasingly embracing the changes, gaining initial experience, and learning valuable lessons from setbacks that will help the project move forward. Applying and further developing the new system is slowly but surely restoring a sense of security, orientation, and the ability to act. The resurgent and growing self-confidence is causing stress levels to steadily decline. The initial conflict between intellect and emotion is now being increasingly reduced through consistent work with and on the new system. Thanks to the successes achieved in implementation, experiences that were recently perceived as threatening are now viewed as neutral or as challenges.
Phase 4: Engaging
Numerous repetitions and practice stabilize the results in the fourth phase. This gradually dissolves internal resistance, and employees fully embrace the change. They integrate the new into their everyday work. Whereas at the beginning of the transformation process, the mind and emotions were still in conflict, the increasing sense of achievement leads to a positive congruence of reason and emotion. The new is accepted on an emotional level and is now evaluated by the mind as good and right. With a growing sense of security, humor and relaxation return, and employees are proud of their achievements. As a routine develops, the change process is complete, and those involved sometimes wonder if it was ever any different.
An effective leader of emotional phases. You should also recognize these in your team in order to bring about voluntary change and manage the associated process. In the next blog articles, you will learn how to effectively lead and support change processes. This will enable you to not only react, but also act proactively by developing substantial flexibility for change.
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