Originally published in HRHorizons for the National Association of College and University Business Officers (NACUBO), Helping Employees Embrace Change, outlines the key elements that cause fear and confusion in team members when confronted with significant change, and how that individual frustration directly impacts the success of organizational change initiatives. Howard Teibel offers a framework for positive change, offering the techniques your organization can implement to turn natural confusion into a positive learning and growth opportunity.
This week on the Navigating Change Podcast, join Howard Teibel and Pete Wright for a discussion on the change framework introduced in the article, and the importance of building a positive change environment.
Helping Employees Embrace Change
“What happens when anticipated change becomes your worst fear?
— Howard Teibel, "Helping Employees Embrace Change"
Halfway through my most recent talk at a higher education conference, I told the attendees that I wanted the first three rows to move to the back of the room and the last three rows to move to the front. After a brief pause of bewilderment and disbelief, attendees started gathering their belongings to move. That’s when I announced: “You don’t have to move. This is only a test.” The imaginary pitch forks aimed at me transformed into a collective sigh of relief.
For most of us, something routine like picking a seat at a conference entails a simple calculation: Sit in the back if you want to sneak out or text without being seen; sit in the front if you want to be actively involved in the discussion; or sit in the middle if you want the benefit of both those options. Whenever you ask someone to get out of their comfort zone—such as moving to a different seat—the reaction is often as predictable as it is humorous: Are you kidding? Why? I’m not moving.
Those same responses tend to surface whenever a system implementation is announced. Consider also the common reaction when word comes down that a restructuring will take within your division or perhaps organization wide. In both cases, internal emotional chaos ensues.
Is it possible to help ourselves and others relate to big changes in a way that empowers a positive reaction, even when the change appears on the surface to be negative? How can we learn to shift our mental framework from thinking about the bad things that might happen to envisioning the opportunities we can create for ourselves and others?
Three Common Reactions to Change
First, consider three different reactions to change.
Cool ambivalence. Sheila has been working for her college for the past 18 years. Coming to work one morning she discovers an e-mail from her associate dean describing a plan to restructure the department, along with some changes in management. A consultant would be helping with the process. The rumors start buzzing, as staff members attempt to interpret the hidden meaning behind the announcement. Most of Sheila’s coworkers are 10 to 20 years younger and have little experience with change in the workplace. Sheila, on the other hand, recognizes this as something she has been through many times before. Over lunch she proceeds to share her perspective with coworkers to alleviate their fears about how wide-sweeping the change will likely be and suggests they not worry about much actually changing. This is simply someone’s latest “great idea” that they will need to weather.
Irrational anxiety. Bob, an IT manager, is responsible for the human resource and financial systems used across the campus. He has been in this role for two years, having worked his way up the organizational chart during the past 10 years. During a staff meeting with the head of the department, Bob learns that the university is looking for a new strategy to replace the constant upgrades and patches needed to keep these systems current. A task force has been assembled focused on exploring ways to significantly improve efficiency in IT, specifically in the areas Bob supports. Upon hearing this news, his first thoughts are that his own job is in jeopardy. He proceeds to e-mail every colleague in the department detailing how bad this change will be. Within a week, half of the staff members in his department think they are in danger of losing their jobs. Two months later Bob is still talking about how bad the change will be, and his department remains in a state of high anxiety.
Positive purpose. Joan joined the human resources department three years ago and enthusiastically wants to make a difference in the university’s hiring practices and processes, bringing to bear her unique perspective and success from her previous institution. Within six months Joan discovers how difficult it is to integrate new practices among her coworkers. Despite the skepticism she has encountered—including from her boss—Joan is determined not to give up trying to initiate positive changes. Every time someone tells her why something can’t be done, Joan listens and then shares her vision for a different way to consider the issue.
Sheila, Bob, and Joan reveal distinct reactions people can have when facing change. Sheila’s tenure at the college makes her resilient, but also ambivalent and unenthusiastic. Bob is waiting for the next shoe to drop—and in the meantime is stirring up anxiety among his coworkers. Joan not only ignores the negativity of others, but continues to offer ideas for making positive changes for her department and the institution.
What causes people to have such varied reactions in the face of change? Different life experiences, a perceived lack of options or fear of loss, and poor self-esteem or low confidence are among the many factors that may contribute to how an individual reacts to something new or different. How can we improve our personal reactions to an anticipated change and help others do the same? Often, the problem is not change itself but the ambiguity that change creates. Marilyn Ferguson, author of The Aquarian Conspiracy, may have characterized it best when she said:
“It's not so much that we're afraid of change or so in love with the old ways, but it's that place in between that we fear… It's like being between trapezes. It's Linus when his blanket is in the dryer. There's nothing to hold on to.”
Change forces us not only to recognize that we can’t rest in our comfort zone, but also to confront the fact that we might not be able to look forward sufficiently to see where we will land. Any change requires venturing into that middle place and looking for some hint of light at the end of the tunnel.
Taking the Positive Approach
"With a new governor, a new board of trustees and the reality that we are now a tuition-dependent institution, our organization needed help embracing change. I was looking for a way to help our managers and staff understand that personal responsibility for navigating change in our professional lives is a key component of a high-performing team,” says Bob Shea, vice president for business affairs at the Community College of Rhode Island (CCRI).
This need led Shea to offer a workshop to his division focused on learning to better accept and embrace change. In reflecting on the workshop, Shea noted that the people who benefited most from the workshop were those who brought a certain perspective to the experience. “The common thread among those who found it most useful were those having an open mind and some level of optimism for the future.”
One CCRI staff member who participated in the workshop recognized that she needed to adjust how she viewed work challenges. Terrie-Lynn Bell, media specialist in the IT department, had felt overwhelmed by the learning curve of her work and didn’t think she knew enough to do her job well. She was ...
