Adaptation to change
From Wikipractice
Contents |
Introduction
The process of adaptation of the individuals to the change takes place in three different stages: Break, Investigate and Begin. During these three stages, we can observe feelings and common behavior and define strategies as a consequence. Let us see what it is there.
Break
The first stage consists in breaking with past, in making the mourning of the former methods of work, the old customs. The first reaction to the change often shows itself by the uncertainty or the refusal. The employees are very worried, besides, by the consequences of the changes at their own level. They are opposed to have to give up what is familiar and comfortable. We can sometimes see increasing the absenteeism, the disengagement. We want more information, we question more. Numerous strategies aiming at supporting and at reassuring the employees can be adapted to the situation: supply with the information, explain to what expect, process the past respectfully, to to reveal and to to accept the signs of emotion, etc.
Investigate
This second stage is in a sense the stage where we succeed in surmounting the concern and the resistance, in experimenting the change and in defining the new roles. It is the period when the old methods are forgotten while we are not still completely comfortable with the news. Often, this phase turns out the most difficult. It is the moment when several questions live without answer. Gradually, the employees learn about the new manners to make and seek means to improve them. The actions to be put then have to go to the direction to identify clearly the priorities and define the short-term objectives, make known the temporary structure, encourage the implication of the employees to all the stages of the change, etc.
Begin
Paradoxically, the beginning corresponds to the last stage of the process of adaptation. It is the stage during which the employees adhere to the new values, adopt new attitudes and begin to perceive tangible profits and to undertake in the establishment of the change. They undertake in their new work only when they integrated mentally, emotionally and physically the changes. Strange things can then occur. For example, the employees are usually at the same moment tired to have crossed the phase of the investigation and satisfied to arrive finally at the " promised earth ". On the other hand, for some, the beginning remains alarming and the possibility persists that the changes are not in accordance with the expectations. For others, the vision is now clearer and they are already engaged.
According to the situation and the individuals in place, the following actions can be begun: be inspired by the best practices, favor the leadership of certain executives, communicate the vision and the strategy, form the employees, identify occasions of fast success, show of the gratitude and reward the employees, etc.
There are three key elements to be held concerning this process of adaptation:
- The process, such as described above, the usual progress of a person depict who adapts himself to the change.
- All do not evolve in the same rhythm through this process.
- While employees progress in the process, the others may return behind, and sometimes even until the previous phase. The road is not thus one-sided and all do not still browse it in accordance with the other employees.
The particular circumstances which prevail in every organization see to it that any program of change must be specific. Although there is no recipe or of methodology miracle to facilitate the change, we are of opinion that a successful method requires a big skill to understand the human behavior in any process of change.
