Activity 2 – Models of individual change

[Change Consult Ltd]

For you own individual reflection consider the next two questions:

Q1. For a change you are familiar with, how well (if at all) is the Change Curve and Transitions Model used to support an individual through a major change?

Q2. What specific examples can you think of where either (or both) model(s) were used, and what were the results?

[Matt Redman]

I have been through a systems change and a culture change and none of the above models were used.

[Change Consult Ltd]

Thanks for your feedback Matt! That’s unfortunate as it seems like staff was not supported. What are some of the things you think should have been done?

[Indra Singh]

The change curve was used in my company when we went through a restructuring. My manager in particular help those of use remaining in the department through the turbulent times after the change. Her door was always open and she gave us as much useful feedback as possible.

[Colin Wheatley]

Matt Redman, how did you implement the change without support. Did this become a Vicious and enforced change, or was it, if you don’t like it there’s the door?

Just curious

[Change Consult Ltd]

Good question Colin. Support and some kind plan to re-assure and motivate employees help to make the process smoother. As we like to say – Change can take a village! There is a need for people at all levels to work together and contribute to the final outcome.

[Kelly Stowells]

Previous employers went through re-strucure roughly every 3 years depending on grade levels, The change curve was used to support line anagers to understand the emotions and behaviours of colleagues who were impacated and the Bridges model was used to help the change and transition, through communications, group meetigs, individual 1:1’s, training, support and experimentation. Training was given to line managers to support the change and to impacted colleagues

[Change Consult Ltd]

That’s amazing Kelly, thank you for sharing. It is great to see practical use of the models.

[Moritz Riewoldt]

I have recently been made redundant with a surprise exit. There was no change curve or transition Model used by the company to support the change. I went through the different stages of the change curve myself. I was shocked at first by the decision because I was performing well. There was no denial stage because they deactivated my accounts on the same day and put me on garden leave. I went through the angry phase and blamed the company for it. I did not go through the self-blame and bargaining stage of the curve because there was nothing I could have done to avoid this situation as the company gave me no indication that I was not performing well and I was achieving all my KPIs. I was depressed and confused for a while why this happened to me. I had to accept that the company made this decision despite my good performance. The problem solving stage for me was that I hired a layer and started a tribunal case against the company.

[Change Consult Ltd]

Moritz,

Thank you for sharing your experience. Change of this nature is often hard on the individual and if badly done by the organisation, can traumatize some individuals for years to come as they become stuck in the anger/depression stage. When redundancy exercises are done with honesty and care and concern for employees, this lessens the impact and helps individuals to emerge from the change curve quicker.

[Author]

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