The workplace is a challenging place to navigate. Understanding the transition stages of change and how behavioral psychology influences how we achieve change can better equip leaders to support their teams. Scott and Jaffe’s cycle model of coping shows four stages that employees go through when making organizational change.
Denial: This stage begins when employees learn from “business as usual” to the initial change. Be wary of employees who seem apathetic, shy away from, avoid or ignore change, and show a special interest in revisiting the past. This is generally when employees feel high stress. As productivity declines, morale suffers. Talk about why the change is happening and share the negative implications of it not happening. Seek and listen to feedback on alternatives and ask employees how they feel about the change. Align expectations with what they want to be true by helping employees understand what is true.
Resistance: When employees come to terms with the reality of impending change, they struggle and show frustration or anger. This often manifests as stress, complaining, blaming others, being overly critical or emotional, and focusing too much on change. This is a good time to ask employees how things will be different as a result of the change and what they are excited about in the future. Encourage employees to talk openly about the change with their peers and take ownership. When change is rushed or forced, your organization can get stuck here, so be intentional about this step.
Exploration: When employees accept that change is coming, regardless of the resistance, they become passionate and at the same time curious about what the change means for them, the team, and the organization as a whole. Critical thinking skills are activated, and employees begin to consider and integrate information at a deeper level. Signs of this phase include experimentation, idea sharing, vision and goal setting, eagerness to identify role clarity, and initial efforts to take initiative and get work done. This is the time when employees try new things, explore different perspectives, brainstorm ways to contribute, and identify the outcomes they want to achieve from the change.
Acceptance: When employees use their imagination and try things out, they begin to see the opportunities that change presents. As the group develops a sense of control and begins to appreciate their journey with a more active and future-focused perspective, they begin to relax. When employees feel a sense of accomplishment in their performance, it’s time to focus their energy on the areas where they can make the greatest impact. Find out how your employees see success with the change and help them identify rewards when the change happens. This is a good time to discuss any long-term opportunities that may arise as a result of their experience participating in the change process.
Change is never easy, but understanding how it affects organizations psychologically allows leaders to empathize with employees’ feelings and experiences, and to calm and understand their situation. Remember to invest in a relationship and be intentional about the changes that follow!
Jolene Thrash is the owner of JMT Consulting and provides professional consulting for organization development, human resources and people development. She is a certified HR professional with a master’s degree in professional research on organizational development and change. She can be reached at jolene@jmtconsulting.org or visit her website at www.jmtconsulting.org.
