Change though is a constant in our lives, it is often complex, especially when it comes to transitioning through change. And there are many factors underlying what helps us manage or hinder in successfully managing it. A lot can be confusing if you are not aware of what to focus on and where to manage. Such as goals, strategies or action planning or how to lead people through change.
Why is change hard to achieve?
Change can be at times hard for various reasons, such as fear of the unknown, comfort with the familiar, uncertainty about outcomes, and the inability to adapt to new circumstances. Our brains often prefer stability and predictability, so stepping into the unknown can trigger resistance and discomfort. Furthermore, as change requires additional effort, learning, and adopting to new methods, stress levels rise, making us grow more critical of everything that is changing.
Additionally, in the organisational culture, fear of the unknown, and the complexity of the change itself can contribute to the difficulty of managing change successfully. The other major challenges can be resistance to change from employees, lack of clear communication, inadequate planning, and a failure to address concerns and uncertainties effectively.
Difference between Change and Transition
Change and transition are related concepts, often used interchangeably, but they have different meanings.
In most scenarios, change is a shift or alteration in the external circumstances, situations, or conditions. It’s the actual modification that takes place and impacts people or organisations either positively or negatively. Change creates the need to move from the way things used to be to the way things are now. For example, a workplace implementing a new software system to upgrade is a change.
Transition, on the other hand, encompasses the psychological and emotional adjustments that individuals or organisations go through when dealing with change. It involves adapting to the new circumstances, letting go of the old ways, and embracing the new.
Transition is what we experience in response to change. In the above example, transition would involve employees learning to use the software, adapting their workflows, and dealing with any resistance or emotions related to the change.
In essence, change is the external aspect, while transition is the internal process of adjustment that comes along the change. Change is always about ‘What’ while transition is all about How.’ And where change is a set of events, transition is a process, i.e., until and unless you successfully transition from old way to new way, change won’t happen.
How to successfully transition through change?
Given today’s fast growing environments, not being change-capable leads to low productivity, high stress and burnout. Though some of us may associate change with optimism and excitement, many perceive it as something difficult, costly, and risky. When we focus on potential negative outcomes, it leads to varying emotional responses.
Also, our belief in our ability to adapt to the change influences our psychological response. So in order to make yourself more change-capable, it is important to manage your emotions as you transition through change.
William Bridges’ model of transition which is often referred to as the “Transition Model,” Provides a structured approach which can be applied both at an individual and organisational level to successfully manage transition through change. This model consists of three stages. And understanding the emotions one experiences at each stage helps you better adapt to different changing situations.
ENDINGS (What-was)
This happens when a particular change is announced or initiated. This phase is a stage of letting go or doing away with old. During this phase we experience loss of many things. People might experience discomfort when faced with conflicting beliefs. Other emotions experienced during this stage include:
Resistance: People often resist change due to fear of the unknown, or for the concerns about security. Resistance to change also arises when individuals are unwilling to align with shifts in priorities, strategy, and structure.
Denial: It can be difficult for people to step out of their comfort zones and embrace new methods, invest time in learning, take on new responsibilities, follow new norms, work towards newly established standards, or adapt to creative approaches.
Anxiety: The ambiguity of change can lead to feelings of insecurity, anxiety, and stress as individuals are unsure about how the change will affect them. The reason can be because of leaving behind the familiar and facing the uncertainties that come with the unknown.
A sense of loss: Change can sometimes result in feelings of sadness, or a sense of loss. The loss may be in the context of environment, familiar processes, people, status or a job role. Organisational change may challenge individuals’ sense of identity if they are required to adopt new roles or ways of working that differ from their self-concept.
Anger/Overwhelm: Change can make individuals feel like they’re losing control over their environment, leading to frustration and powerlessness. It can further manifest into feelings of overwhelm, anger or skepticism.
There are chances of failing if you start directly with the new way of doing things without having time to acknowledge what you are doing away with. The sense of comfort, familiarity and control makes us hang onto the existing systems and resist the new ones. If you happen to be at this stage, fully acknowledge change by—
- Be authentic and honest in accepting the things that you want to let go. Develop empathy for others. Identify what people will lose according to their role or team positions. Figure out ways to compensate for any losses people might have to deal with.
- Seek new information to learn more about the nature of the change. Taking a nonjudgmental view of what’s been lost and what’s been gained.
- Acknowledge and address the emotions and resistance associated with the ending of the current state. Clearly communicate what is over and why is it necessary for the change to occur. Address their concerns, and emphasise the benefits of the change.
EXPLORATION (What-needs-to-be)
This is the “in-between” stage where uncertainty and confusion can arise. It is also referred to as ‘Neutral Zone.’ If you happen to be at this stage of transition, it would mean that you have expressed what is lost and understood what was over. But still chances are that you might feel chaotic, because the new way of doing things is not yet fully clear.
This might be an uncomfortable phase for people involved in change, but also can be a zone to create, explore, innovate and develop new possibilities. It can also be an opportunity to challenge the status quo. And any room for improvement can be initiated at this stage. It presents both risk and opportunity where you can test new ideas and explore new way of doing things.
Since we have to let go of things we are familiar with, and have not yet grasped the ones that we hope are coming our way, we experience a combination of challenging emotions. William Bridges refers to them as GRASS emotions-An acronym for Guilt, resentment, anxiety, stress and self absorption.
To smoothly transition through this phase, and creatively explore new way of doing things by-
- As a leader, set short-term goals to move through uncertainty, otherwise people can be demoralised and lose interest in new change initiatives. You must be realistic in planning time periods, tolerate temporary setbacks and be patient when immediate results are not achieved.
- Provide support, encourage experimentation, and find resources to help people navigate this phase. Since this is an in-between stage in a transition process, expecting to know everything or to be perfect only creates more problems.
NEW BEGINNINGS (What-Is)
This is the last phase of transition where new ways are formally implemented. If you are at this stage of transition, you would have navigated yourself through uncertain situations and gain awareness of what is changing. It may be that you accept the new that has been established in the place of old or that you gain understanding of what is being achieved.
Having had the opportunity to do the letting go, and still exploring and adapting to neutral zone, people involved with change now have to engage themselves with doing things in a new way. Since the new changes implemented provide a new direction, people experience various emotions like anxiety, hope, enthusiasm and at times impatience.
Bridges recommends four P’s in order to succeed with the beginning;
Purpose: This involves understanding the reason behind the change, the goals, and the intended outcomes of the new beginning.
Picture: It’s about creating a clear vision of what the new beginning will look like. This helps individuals to visualize the end state and adapt their mindset accordingly. It aligns people with new roles and responsibilities.
Plan: This stage involves creating a practical and actionable plan to achieve the goals of the new beginning. It includes defining steps, resources, and timelines.
Part: This refers to the active participation and involvement of individuals in the change process. It involves engaging people in the transition and allowing them to contribute to the new beginning.
These four P’s help guide individuals and organisations through the process of transition and facilitate a smoother adjustment to new beginnings.
To implement the above model in leading others,
- Assess and understand the nature of the change and its impact on people. And
Identify the current state, the desired state, and the challenges. - Clearly communicate the reasons behind the change, addressing concerns and questions to avoid confusion. Be transparent about the process and its implications.
- Provide support, resources, and emotional support to manage feelings of uncertainty.
- Empower people to contribute to the new direction and take ownership.
- Keep track of progress and feedback. Adjust the approach as needed based on how individuals are responding to the transition.
- Celebrate milestones and successes along the way to reinforce the positive aspects of the change.
Questions for self-reflection
What is your approach to successful transition through change?
How change-capable are you?
Do you resist change for having to let go of comfort zones and familiarity?
What are your dominant emotions when dealing with change?
What are some of your strategies to successfully transition through change?
To conclude,
We all experience transition through change differently because of our personal experiences with past changes and how they are affected by the current change. Uncertainty during change can trigger all kinds of emotional reactions. And the more complex the change is, the more complex will be the process of transition.
Being aware of where you and others are in the transition process-endings, exploration and new beginnings will help you better regulate your emotions during change process. Remember that each organization and situation is unique, so tailor the implementation to fit your specific context and needs. This way, you can overcome resistance and embrace positive transformations.
Change has a considerable Psychological impact on the human mind. To the fearful, it is threatening. To the hopeful, it is encouraging, and to the confident, it is inspiring.
King Whitney Jr.
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