Organizational Transitions

Most companies are great at directing the mechanical and business-related elements of change yet fail when it comes to managing the human dynamics involved. The psychological impact change has on associates is highly personal and emotional. Making major company changes usually demands personal transitions, which must happen 'within' associates as they internally change their personal orientation, values, and performance to accommodate what is happening 'to' them.

This metamorphosis often impacts productivity, work relationships, and morale. If little or no effort is made to manage this process, resistance, confusion, and paralysis are often the result. Such conditions prevent the change from happening and waste company resources while consuming managers’ time.
Ironically, though we frequently plan for external change, we rarely incorporate into that plan the single most critical element of its success -- helping those involved discover the personal value that motivates them to make the change happen.
 
Organizational Changes that require Personal Transitions

• Creating diversity-friendly cultures
• Merging of companies or departments
• New customer care, service or management philosophy
• Realignment of goals, roles and functions
• New leadership

Professional Changes that require Personal Transitions

• Career Building Promotions
• Job Loss
• Surviving Layoffs
• Returning to Work
• Retirement

Helping Others Through Transition
Many people are uncomfortable addressing the human dynamics of change. The emotional nature of the experience makes managing this dynamic seem unpredictable and chaotic when actually there are four distinct phases that lend logic and a sense of control to the process.

Though the experience of transition is unique for each individual, common conditions and characteristics exist for everyone. Likewise, there are useful techniques and management activities you can apply within each phase that help associates make the change successfully. If managed effectively, work teams can build unity and help each other master the change while maintaining productivity and personal confidence.
Universal Phases of Organizational Transition

 

1 - Ending	2 - Morphing
Loss of stability and comfort in current work environment.	Change in workgroup behaviors, attitudes & productivity
Behaviors You’ll See: Workgroup anger & hostility Gossip & rumor sharing Denial & sabotage What People Will Say: “I can’t believe this is happening...” “If it’s not broken, don’t fix it.” “Here, they go again… ”They can’t make me.” What to Do: Identify behaviors to stop doing Acknowledge sense of loss Avoid judgment	Behaviors You’ll See: Formation of cliques Low productivity & quality Resistance to change What People Will Say: “Tell me what you want me to do.” “Get back to me when you have all the details worked out.” “That will never work.” What to Do: ICommunicate openly & consistently Form temporary systems or procedures Encourage innovation and creativity
3 - Beginning	4 - Attainment
Emergence of new or significantly changed workgroup behaviors	Integration and engagement with workgroup behaviors
Behaviors You’ll See: Expressed excitement & support Willingness to plan & engage Increase in productivity What People Will Say: “I’m willing to try….” “You can count me in.” “I guess the knew what they were doing.” “I feel so much better. What to Do: Recognize and reward desired behaviors Acknowledge progress Implement safeguards for preventing relapse of old behaviors	Behaviors You’ll See: Workgroup cohesion forms Behaviors change permanently Quantifiable results are measured What People Will Say: “We’ve finally made it.” “It’s our new way of doing business.” “We’re better than we used to be.” “It was worth it.” What to Do: Celebrate success Institutionalize changes Compare data over time