JLBC 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 fail to realize 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 to the impending change with emotion. The remainder—the conservative majority—are likely to
weigh the arguments.
Incompetence: depression, apathy, resentment
Conflict in the team:
resistance, anger, arguing
Adjusting to plans
As a leader, you must use 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 characterized by different sets of behaviors. Be aware
that person who adopts 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.
JLBC ENABLING CHANGE
JLBC EXPECT DISSENT
When introducing high-level change, expect at least 50 percent of your people to hate the idea.
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 unique situation and ideas, experimenting, hope
Search for a new purpose, commitment to a new situation
reengagement, commitment, motivation