Leading Effectively e-Newsletter - January 2009

4 Responses to Change — and Why You Need to Know Them

The pain of job loss is hitting hard and isn't likely to end soon. Employees who lose jobs face enormous stress; those who keep their jobs often suffer from "survivor sickness" and struggle with the dramatic changes they face.

"One of the most traumatic changes an organization and its people go through is a reorganization paired with layoffs," says CCL's Kerry Bunker, author of the new book Responses to Change: Helping People Manage Transition.

In his work with organizations undergoing major transition, including workforce reductions, Bunker has observed four patterns in the way people approach and respond to organizational change. "People react by being entrenched or overwhelmed, becoming posers or learners," he says.

But these patterns aren't permanent. "It is important to avoid permanently labeling people with a given response pattern. Indeed, given timely support and development, most can move to a more effective stage," Bunker explains. "The key lies in knowing that people in each group need distinct kinds of help to manage transition successfully."

The entrenched. Denial and/or "action frenzy" are the initial responses of people who are entrenched, according to Bunker. They tend to focus on riding out the change, but feel anxious and angry. They blame the organization for messing up what was working. The entrenched avoid taking risks but will continue to work hard.

To get through a tough transition, the entrenched need carefully paced learning activities, a safe place to test the new things they are learning, job opportunities that are developmental, and encouragement along with their feedback. Guide, push, but don't throw them into too-big roles too soon.

The overwhelmed. Bunker says the first signs that someone is overwhelmed are withdrawal and immobilization. People in this group often report feeling depressed and powerless. Because they are spending most of their energy trying not to think too much about what is happening, they have sincere difficulty learning what is needed to survive in the new environment. Their negative mindset can become infectious and inhibit the learning of others.

The overwhelmed need to be developed in place, rather than rushed toward empowerment or a major job change. They need support from superiors and peers who can, in effect, calm the waters.

The poser. False bravado is the initial reaction of the poser. People in this group express a high level of confidence about handling any change they encounter and are always eager to move on. "Unfortunately, their competence and self-awareness fail to keep pace with their bravado and self-promotion," says Bunker. "They jockey for positions of influence and recognition, but do not learn well and may lead the organization in the wrong direction."

The posers, who overestimate strengths and underestimate weaknesses, need regular, objective and accurate feedback, and they need to focus on development rather than taking action. Be careful not to rely on posers for key roles or to overload teams with posers.

The learner. Learners feel challenged and stretched, but in control of their destinies, says Bunker. In most organizations, these individuals tend to be at the center of the action as change unfolds. They look for opportunities in ambiguous and difficult situations and bounce back in the face of adversity. They seek to fill in gaps in their own development and need high-impact developmental assignments. They should also be rewarded and supported for being key players in the transition process.

If there is a risk associated with this group, it is the potential for burnout. Leadership may place excessive demands on them. Be sure to provide some relief from the expectation that they fill so many critical roles.

In times of downsizing. During any change, an organization can expect some employees to fall into each category, but the mix is likely to be heavily weighted to those who are entrenched or overwhelmed if your organization is dealing with downsizing. "As many as 60 percent of your remaining employees may be in the entrenched and overwhelmed groups," says Bunker.

"If most of these are currently operating in the entrenched mode, then the company has its work cut out for it, but there is good reason to be optimistic," he continues. "If most of these are feeling and acting overwhelmed, then the situation is very difficult. Thus a significant goal of leadership in a downsizing environment is to avoid pushing people from entrenched to overwhelmed. It's a short trip."

Kerry A. Bunker is a Senior Fellow at CCL's Greensboro campus. He is the manager of the Awareness Program for Executive Excellence and Leading People through Transition. He is the author of Leading with Authenticity in Times of Transition and, most recently, Responses to Change: Helping People Manage Transition.