By Dave Bushy, PCC
We all experience change.
Sometimes it is self-induced, like when we decide to move from where we live, embark on a new career or enter into a new relationship.
And there are times that change is imposed on us by others. Reorganizations at a company come to mind, as well as job title shifts, rebranding of products we love to use and, in my experience, even something as simple as the exit signs on a highway.
It’s fascinating how the constancy of change is universal, and how our feelings are shaped not just by the change itself, but by those who create and implement it: what we often refer to as “those darn change agents,” or maybe even something harsher.
Our reaction to those change agents is often stronger than the thought about the change itself. A while back all the highway exit numbers were changed near where I live. The reason for the change had some reason related to the distance to the next state line or some such thing. For instance, the existing Exit 6 was renamed Exit 85. The reaction was universally negative. Then came the personalized attacks: “Don’t they know we’re used to the old numbers!” was the hue and cry. “How do those people think we can give directions to people who visit us?” and “Those pinheads in Public Works just spent needless money!”
The reaction to the change itself was quickly superseded by the feelings about 1) those who came up with the idea; 2) those who directed it be done; and 3) the workers who erected the signs and probably 4) all of the above!
Rick Maurer describes reaction to change as a three-step process involving what we call “resistance.” The first step is an initial reaction: 1) “I don’t get it,” meaning you don’t understand why the change occurred, how it happened and why you didn’t know anything about it; 2) “I don’t like it,” showing your emotional feelings about the change itself and 3) “I don’t like you,” which is the personalization of your feelings for what I characterize as “change agents.”
We have all experienced these thoughts and feelings about change. And, without a doubt, we’ve all cast thoughts and emotions towards the people we blame for the change. Think about the last time you saw a new package design on your favorite product. You likely went straight to blaming some imaginary bureaucrat who had not thought through the branding, the packaging, and most especially, your feelings about it.
Leaders are so often tasked with change and very often are blamed for those changes – they experience Maurer’s step three “I don’t like you” very often.
Think about when you have been in the “Change Agent” seat. You considered the change with measured analysis and thoughtfulness. It might have been financial, or essentially pragmatic about staffing or structure, and very often involved the people with whom you worked. Perhaps you even agonized over it and considered all your options.
You put the plan into place. You executed the plan. And then, often at what seems like the speed of light, you reaped the emotions of those affected by it.
Such situations happen to many leaders – and most learn from the experience. They realize that before they moved forward with a plan, they likely failed to let their people know about the issue that was being addressed, details of the plan that was being formulated and how much analysis went into it – and most importantly, the “Why”.
When people don’t understand a plan, it is no surprise that they react in a negative way – they transition to not liking the change, and very quickly into not liking those who lead the change.
When people in organizations reach Maurer’s third level of resistance, it can erode trust and credibility of leaders. While recoverable, it is always healthy to appreciate that understanding the levels of resistance and helping people come to grips with the “why” of change helps everyone – even those who work on our highways with new exit signs.
Dave Bushy of Boston Executive Coaches – bostonexecutivecoaches.com – is a an ICF-certified coach who was trained at the Gestalt International Study Center (GISC). Dave is a former U.S. Army officer and senior airline executive who works with leaders throughout the world.