Workplace Change: Documenting a Strategy and Managing Difficult Reactions

The case study above points out the importance of writing a Change Management Strategy Document that helps to identify potential pitfalls before a change is announced and implemented. One of the biggest potential pitfalls is a spontaneous, negative employee reaction to the change. Major organizational changes, whether or not they're handled effectively, can sometimes create the same type of stress reactions that occur while grieving the loss of a marriage or other important things in life. Common reactions to change, which often occur in the order listed, include:

1. Denial — Aids subconsciously in minimizing the negative impact of a paradigm shift; an immediate response to overwhelming feelings; acting as if a change was never communicated, nor requested or needed, no change in action or behavior; happening less often when the change is well-planned and implemented in segments.

   Solution: Discuss the Change Management Strategy Document, component-by-component, with the individual or department until a reality shift begins to be voiced.

2. Resistance — Based on fear of the unknown; intentionally withholding facts and information; making excuses for non-compliance; failing to model the change for subordinates; envisioning a scary future rather than seeing a successful change; allowing time to catch up mentally and emotionally.

   Solution: Use a strong, compliant leader to discuss all components of the Change Management Strategy Document and model how to act on particular components of the plan.

3. Anger — A response to feeling that employee needs are being violated; direct verbal criticism and complaints about aspects of the change or indirect behind-the-scenes sabotage of plans or ideas.

   Solution: Review the Change Management Strategy Document and explore how anger is generally a cover for fear that the individual feels, and confront the fear by emphasizing individual benefits of the change.

4. Indifference — Marked by lack of understanding or lackadaisical personal follow-through; transitioning away from resistance to show an absence of support and little emotion.

   Solution: Discuss the Change Management Strategy Document and help the employee recall times when they have successfully implemented a change (professionally or personally) so that they can envision themselves being empowered again.

5. Acceptance — Shown by making changes as requested or modeling changes for others; perceiving and communicating the change as a positive one.

   Solution: Review the Change Management Strategy Document and verbally praise employees who are compliant while asking them to personally chat with others on how/where the plan is working successfully.

HR professionals and coaches who are trained in helping employees with strength-building can be paramount in working with the components, reactions, and solutions identified above. Building support for organizational change has the capacity to put more control in the hands of managers, turn employee frowns upside down, and obtain a successful result. Initiatives and components involved in workplace change, if well-planned and communicated as a strategy, can render successful outcomes for the organization as a whole and for the individuals involved.

For a free, 30-minute consultation on change management strategy, contact Dunson & Associates at 937-854-5940, ext. 1.

© 2022. Debi Ford is an Organizational Development Consultant for Dunson & Associates. She has served previously as a psychotherapist, corporate trainer, and professor of psychology.