In Part II of this series on dealing with changes, we looked as some strategies which can be helpful in proposing changes to your staff.  In this installment, we'll discuss the four stages of the cycle of change and the effect they will likely have on your organization's productivity.

Denial is not a river in Egypt

The first stage your employees are likely to experience is denial.  Soon after you announce a major change, many of them may put their blinders on, convinced that if they don't acknowledge the change, it won't occur.

For example, if you announce that you will be reducing costs by cutting all employees' work week from 40 hours to 30, some of your employees are likely to think, "Maybe she'll do that in other departments, but she can't possibly mean to cut my hours!"

Your announcement may be initially met with silence as your employees become withdrawn while they consider the impact of the proposed changes on their personal situations.  One employee may be worried about sending a child to college on only 3/4 of his usual income, while another may see her dream wedding ceremony slipping away from her.

Productivity will begin to slide because employees are feeling insecure.  "What's the point in working so hard during my 30 hours if the company only values 3/4 of my work?" they may think.

During the denial phase, your employees' biggest need will be for security.  They will rely on your positive attitude for reassurance.  A very important part of your job during this stage is to clarify the goal by providing reliable information to eliminate rumors.  If you can reach the informal leaders of the work group and get them to support the goal, you will begin to convert some of the nay-sayers.

Resistance

The next step in the cycle of change is called resistance.  During this phase, employees may become angry and begin to push back against those who are supporting the plan.

During the resistance phase, your employees need empathy from you, no matter how much they are aggravating you.  Some strategies you might use to help your employees through this stage include:

• Emphasizing the long-term commitment of the company
• Understanding the frustration your employees are feeling
• Encouraging incremental steps toward the goal
• Being persistent

Remind your employees that the change is being made in order to encourage the company's growth and long-term survival, which should in turn provide long-term employment.

Remind yourself of the last time you tried to break a habit, whether that was smoking, over-eating, or chewing on your fingernails.  Remember how hard it was to make a change in your own behavior?  Remember how frustrated you got?  Your employees are going through the same emotions as you did when you tried to change.  Recalling your own struggle may give you the patience you need to support your employees.

It has been said (probably too often) that the longest journey begins with but a single step.  If you can break the large goal into several smaller ones, it may be easier to convince your employees to get on board because the task won't seem so overwhelming.  Dividing the task into smaller steps also allows you to identify and reward incremental progress toward the goal.

For example, let's say the corporate goal is to reduce waste by 30% from the current level of 1,000 pounds per day.  If your crew ends the day at 900 pounds (a 10% reduction) every day for a week, you will want to provide a reward to recognize their progress.  The first day they achieve 800 pounds, you might celebrate in some way, and so on.

There is a light at the end of the tunnel

This post has covered the first two steps in the cycle of change, during which productivity has fallen off and may have even hit bottom.  But don't despair!  Part IV of this series will cover the last two phases in the cycle, where efficiency begins to stabilize, then soars to new heights!