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Opinion: How to teach through work, life changes

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How do you respond to change? As we anticipate the change to warmer weather, it reminded me of how change in our personal lives and workplaces are sometimes more difficult to navigate.

As I work with professionals transitioning to retirement – a change they’ve dreamed about, planned and saved for – the change and transition may still produce anxiety and feelings of uncertainty.

In the workplace, the majority of change failures are due to how it is implemented, not the actual change itself. As leaders, we must engage our teams in dialogue and involve them in solutions. Most of us have probably experienced change where it was announced, we were told what we would do and then set off on our merry way. While the practical need may be accomplished, rarely will this approach be successful when it comes to building trust or engaging others.

When change is communicated, a time of disorientation is expected. Confusion and anxiety may be likely reactions. Even when someone supports the underlying need for change, people typically still experience a period of disorientation. There will be questions and concerns about how it will impact them, the change process and timeline, and when they will experience a feeling of competence and stability again.

As questions are answered, information becomes available and input is requested through collaboration, a plan is developed and individuals move into a phase of reorientation. They begin to feel more comfortable with the change as they have a greater sense of control over the situation. This can be energizing as they regain self-confidence and can focus on their expertise and begin contemplating: What can I do to make this happen? What are the real issues and priorities? What resources or support do I need?

As people move through the phases of change, they may experience resistance, hang back and observe, accommodate what’s expected or truly embrace change.

When people resist change, they often view the change as negative, voice adverse opinions or question it repeatedly. Or they may work to show it’s not necessary. As leaders, it’s important to recognize what we may identify as resistance may actually be team members that care the most about the organization and/or the clients we serve. We can collaborate to help the person find answers to critical questions, provide relevant and compelling information to enable the person to move forward, use empathy to acknowledge their concerns and encourage them to share their perspective so there can be interactive dialogue.

When individuals are in the phase of observing, they see the change as uncontrollable and may passively accept the circumstances without making progress toward implementation. Leaders may help them by asking questions about what they perceive as cons but also pros of the change. Setting realistic goals and developing incremental steps can be helpful. Also encourage their engagement by asking their opinion of ways to make it work.

When change is accommodated, it’s not initiated but not resisted either. People see the change as positive but unmanageable. They may think it’s inevitable and they just need to deal with it. Getting them involved may encourage buy-in and commitment, not just complying with the new way of doing things. Use their experience and expertise to identify how to make it work. Encourage them to develop alternative approaches to the issue. Getting them involved in the process, not just implementing it, can gain their commitment and move them along the change continuum.

Loss of control is typically a result of change. Initiate conversation about what they control, what they can influence and what cannot be controlled. Many times, they are able to control or influence more factors than not. Acknowledging what cannot be controlled allows focus and energy on what can be. This allows people to move from disorientation to reorientation more quickly.

As people begin to embrace change, they view the change as positive and manageable and actively integrate it into their work. They may also help their colleagues move through the phases of change. What was once a disruption and unsettling has become how we do things.

When you have accomplished change successfully in a collaborative way, people are more comfortable with risk and uncertainty. Don’t be surprised if you hear, “What else can we change and improve?”

Karen Shannon is vice president of business consulting and chief human resources officer for Ollis/Akers/Arney. She can be reached at karen.shannon@ollisaa.com

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