According to the widely tried and tested "Kubler-Ross" model, every change process has 4 stages starting with denial, then fear, experiment and acceptance. There are no shortcuts. However, if you know where you are in the process, you can make the steps shorter, and plan your next steps.
In the 1960s Elisabeth Kubler-Ross developed the change curve to explain the grieving process. However, since then it has been widely utilized to explain people's reactions to significant personal or professional changes. And, by the 1980s, it was already highly accepted by business schools to explain and predict the behavior of employees to strategic changes.
The model can be used to predict how performance will be affected, following the announcement of a significant transformation in business.
Stage 1: Shock and Denial
The first reaction to change is usually a shock. People don't know how it will impact them and tend to ignore completely the change. Individuals who are normally clear and decisive seek more guidance and reassurance, and agreed deadlines can be missed.
The main reasons for this reaction are normally lack of information, but more important than that, people are afraid of the unknown, or of new situations, even if a lot of information has been given.
In this stage, the main question that will be asked is "why". This is part of the denial. People will look at the past and ask - why is there a need for change.
People will start convincing themselves that the change is not going to happen, or will not affect them.
And once they do... their performance will go up again to the normal state. They will continue what they were always doing and may make excuses to avoid taking part in forward planning.
Stage 2: Fear and Anger
Once it becomes clear that the change is real and it's going to happen, the team may react in frustration or even anger.
They will claim that they are expected to do unrealistic tasks and that no one is preparing them for the task at hand. Their performance will drop significantly and they will focus on blaming almost everyone around for the situation.
It is hard to avoid any of the stages. But you can make them shorter by (OVER) communicating. Explaining, and explaining again "Why" and providing as much inforamtion as possilbe about the new normal.
Stage 3: Experiment, Explore
As a transformation leader, when (if) you get to this point, it's time to start relaxing - as this is the point when the performance starts rising back.
At this stage people, especially the early adopters will start experimenting with the new normal. They will try it, see how it works and go tell the others. They will establish new methods, and learn new skills.
Once everyone got to this stage, they have already understood that the transformation is here to last, that it's the right thing to do, the reasons are clear and the new skills need to be acquired.
Everyone will demonstrate a strong willingness to learn and understand and will ask a lot of questions, and make sure to bridge as fast as possible the gaps in their skills.
This is a crusial stage in the succss of the process. Do whatever it takes to make these experiments a success. Show commitment and provide resources. If the early adopters will like it, the rest will follow.
Stage 4 - Decision, Rebuilding
And then... it's done.
Change is not a one-and-done "thing". It's a journey and there is no defined endpoint. However, when it's done, you'll know that. You will feel that. Suddenly things will become easy, and back to normal.
It will start feeling comfortable again.
To "close the deal" it's important to provide periodic progress reports on the change, and make sure the level of support does not drop.
Tips and Tricks
Mmmmm... sorry there are no secrets here. It's a lot of hard work. The bigger the transformation the steeper and longer the curve.
Yes, you can make the steps shorter by communicating, over-communicating, explaining why, providing support, and resources, showing commitment and reporting progress.
But there are no real shortcuts.
The good news is that once you know how the change curve works and where you are at the curve, you can predict the next steps, and plan how to mitigate some of the disruption or shorten some of them.
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