On the Brink of COVID
In the face of this unexpected and catastrophic health crisis, we have been forced to change and respond. This means change is rapidly occurring at nearly every level of the organization. We must recognize that change has an impact on not only healthcare systems and processes, but also strong psychological impacts on the human capital. How do leaders manage this new set of challenges and manage the people side of the business at the same time? In the 1980’s, several theories emerged to help guide organizations in building change management frameworks. In this article, we will examine one social psychologist’s three stage model for understanding change in the workplace. This model draws attention to the idea that change isn’t about new beginnings, but rather endings. It is the psychological resistance to endings that can make change so challenging for many. In the following paragraphs, you will learn to recognize these stages and gain knowledge about how to successfully support people throughout the change process.
William Bridges, a social psychologist who is known for developing Bridges Transition Model, focuses on change as a mindset that espouses the concept that every change begins with an ending or a loss. Rather than thinking about change as an external event that happens to you, the focus becomes a shift to a mindset of transition. This mindset allows for a return to an individual having more internal control of what is occurring. This subtle difference in thought process allows for people to perceive things as moving slower and allow for more control of their experience. Bridges describes three stages in the model that emphasizes transition from one stage to another.
Stage 1. Ending, Losing, and Letting Go.
Stage 2. The Neutral Zone.
Stage 3. The New Beginning.
The model explains that people will go through each stage at their own pace. For example, those who are comfortable with the change will likely move ahead to stage three quickly, while others will linger at stages one or two. Recognizing where people are in these stages can help you better support them and reduce resistance throughout change.
Stage 1: The Grieving. This stage is often met with resistance, discomfort and emotional hijack. People are moving into a fight or flight mode as they feel as if they are being forced to let go of something. Old belief systems, structure, routines and daily rituals are going up in smoke. Emotions of stage one are those seen in the familiar stages of grieving.
Characteristics/Emotions:
· Fear
· Denial
· Anger
· Sadness
· Disorientation
· Frustration
· Uncertainty
· A sense of loss.
Leading People Through Stage One
Bridges model emphasizes that people need to accept that something is ending before they can begin to accept new ideas. Leaders can take this time to show vulnerability and help acknowledge the emotions that people are going through. Addressing these fears and losses will help allow people to begin to let go of what is no longer needed. Be careful not to dismiss these feelings otherwise you'll likely meet resistance throughout the entire change process. Provide reassurance that they have essential skills that can help get through the change. Empathize & acknowledge.
Stage 2: The Neutral zone. The bridge.
In this stage, people affected by the change are often uncertain, anxious and disorganized. Depending on how well you're managing the change, they may also experience inefficiencies, greater workloads and confusion as they transition to new systems and new ways of working.
Characteristics/Emotions:
· Resentment towards the change initiative
· Low morale and low productivity
· Anxiety about their role, status or identity
· Skepticism about the change initiative
Leading People Through Stage Two
Your guidance is incredibly important as people go through this neutral zone. This can be a frustrating time because work can seem unproductive and unclear. Provide people with a solid sense of direction and bridge toward goals and new priorities Validate the emotions of this stage and encourage them to talk about what they're feeling. Reassurance and clarity about their role and new objectives help to manage the imagination fueling anxiety. Encourage use of that creativity to formulate new ways of working or thinking.
Meet with your people frequently to give feedback on how they're performing, especially with regard to change. It's also important to set short-term goals during this stage and encourage evaluation of temporary structures so that people can experience some quick wins ; this will help to improve hope and motivation, as well as, give everyone a positive perception of the change effort. This feeling of progress helps move them across the bridge.
Stage 3: The New Beginning. The last transition stage is a time of acceptance and momentum. They have reached the other side of the chiasm. People have begun to embrace the change initiative. They're building structure and the skills they need to work successfully in the new way, and they're starting to see early wins from their efforts.
Characteristics/Emotions:
· High energy
· Openness to learning
· Renewed commitment to the group or their role
Leading People Through Stage Three
As people begin to accept the change and new priorities, it's essential to emphasize the achievements and forward progress through the transition. Storytelling can be an excellent way for leaders to imbed the learning of the experience together and emphasize the values that got them to this place. Remember that not everyone will reach this stage at the same time. Continue to support those that need more time to adapt and clarify desired goals. Use this time to emphasize the stabilization of the system and the importance of each individual’s behavior on maintaining desired outcomes. Define the finish line and what the new status quo will be so that everyone continues to operate within the same principles and cultural belief systems.
Change is complex and ugly. It’s a journey. It is not just about facilitating new systems and processes, but also about the impact on people. I recognize that some direct command type cultures will see this model as too academic and not practical. However, this model provides a framework that can be utilized at an individual, group and organizational level in influencing successful change. Acknowledging endings helps leaders create visions for new pathways and ignite innovation. This COVID crisis calls on all of us to lead from every chair & continue leading in medicine.
References: Bennett, J; Bush Wayne, M (2014) Coaching for Change Routledge.
Mindtools Team Content (2018) Bridges Transition Model Retrieved from https://www.mindtools.com/pages/article/bridges-transition-model.htm
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