There are three building blocks to consider in any change program: (1) resistance is natural; (2) we adopt change at different paces; and (3) you need to understand the core considerations of a change program. Let’s unpack building block #2, we adopt change at different paces.
The Kubler-Ross change curve (1969), helps us understand the emotional responses we experience during any change initiative. People move through stages: shock and denial -> anger/depression -> acceptance and integration. Realistically, the response process is not always linear, you can go forward and back! And when you think about how organizational change is started, leaders always get a head start. So levels in the organization start the curve at different times because of when they are introduced to the change.
On top of that, every change has an adoption curve. Some people adopt earlier and faster than others. The science says the innovators and the early adopters (~16%) are the risk-takers and the first to adopt. The early and late majority (~68%) will watch the innovators and adopters before changing. Finally, the laggards (~16%), the last to embrace the change, will resist it until the end (Rogers, 1962).
There is real science behind the psychology of change. Waves upon waves of response emotions and adoption realities are happening at any given time across employees. Frequent communication is critical because the ecosystem is always evolving. How can we prepare and plan?
- Target the innovators and early adopters; know who they are and engage with this group early. Involve them in the decision-making and leverage them in your communication tactics.
- Because there is so much variation in what people are experiencing at any given time, emphasize, recognize, and reward the importance of leaders spending 1:1 time with each team member.
- Build a better understanding of what you need to communicate by engaging with staff (1:1 and in groups) to understand their perspectives, hear their feedback and acknowledge their concerns – and feed that back into your communication strategy.
