Embrace Change

Research has proven that as humans, we do not like change. Humans are creatures of habit. This is proven by the many things we do because we have always done it that way – continue to do and never think to change. unless it is to our detriment. For example, the route we drive to work because it is familiar, not because it is the fastest, the day/time we exercise may not be the optimal time but fits with our schedule, where we sit at a table even when there are other empty seats, how we process an application because we were shown that way, etc. Change can bring about positive and beneficial transformation for our lives, health and way of working. Change can often provide valuable lessons – even when small, there is something to be learned.

However, we often don’t think about the changes that have been consistently occurring in our lives. Heraclitus, a Greek philosopher, has been quoted as saying “change is the only constant in life”. Think about all the changes we have experienced – we went from baby to infant, then from child to adult and we will change from youth to elderly as did our parents and grandparents. With these stages in life, we will make and adapt to many changes. These can include changing schools, moving house, getting our driver’s license, travelling, changing jobs, and the list goes on. What this demonstrates is that we have dealt with and will deal with a lot of change – some of it is by choice and some of it is not. The changes we choose to make, are often the ones we embrace. We throw ourselves into the change and often relish the challenge.

However, there are also changes that we have not chosen and associate negative feelings to that change. We often resist the change. This often happens at work, the changes are made by an organisation, the political or legislative environment – policies or legislation affecting the work we do. When this happens, there may be more resistance to change. People often feel the catalyst for the change is not for their benefit. They are advised they need to learn new processes, systems, legislation and policies. They are advised by their leaders what they need to do, what is changing, what work they will need to do to accommodate this change and what they will need to stop doing because of the change. Often, leaders forget to communicate what is staying the same and to reduce threats.

The Kubler-Ross change curve demonstrates the stages of change. The comparison of the change management cycle is similar to the grief cycle. This may explain why there is often resistance to change. When change is introduced in our lives, according to the Kubler-Ross Change curve, we progress through the different stages beginning with Shock. This is followed by Denial, Frustration, Depression. Then we Experiment, make a Decision about the change and Integrate the change (s) into our lives. This occurs when it is work-related change or change happening in our personal lives. People often are in Shock when the change(s) are announced, and deny or resist the change. They become angry or depressed about the changes taking place, before gradually accepting the change . The change slowly becomes the new normal and gradually people forget what it was they were fighting so hard to resist – especially when the change has made their work more efficient and easier. People decide to implement the change and integrate it into how things are done.

It s important for leaders to bring their people on this change journey. Leaders are catalysts for change. Preparing our people for the journey starts before change is implemented. It is important to help people understand the need to change, why change is required/necessary, and the benefits of change. We need to remember that people will progress through the different stages of change. The time it takes for each person to go through each stage will be different. Each person will progress through these stages whether or not they want to. This is why it is important to manage people throughout each stage of change. Leaders must demonstrate the behaviours they want their people to behave. Leaders need to embrace the change, use positive language when speaking about the change and express the positive benefits of the change. Leaders can frame the change as contributing to their team’s priorities and that everyone is in it together. Using language such as ‘we are in this together ‘, and reduce threats by stating what is remaining the same/ not changing.