Why is change so hard?

As scientist and MIT lecturer Peter Senge puts it, “People don't resist change. They resist being changed.” Why is that the case? Largely it's because of the human tendency towards habits. Think about your day-to-day life and how much of it revolves around set habits: the time you get up and go to bed, what you eat for breakfast, the exercise you do, how you spend your evenings, the hobbies you enjoy, and so on. When something in that routine changes, it takes time to adapt to the new reality (think about changing a password and then repeatedly going to type in the old password for weeks after).

This is because habits easily become ingrained. Then, when change happens, we have to work hard to overcome the ingrained behavior. Eventually the new behavior becomes just as ingrained, but that period in between leaving the old habit behind and getting comfortable with the new status quo can be uncomfortable or frustrating. And if the change is a big one, such as an organizational restructure with potential job losses, there may even be a hefty amount of fear involved. Fear is very often at the heart of resistance to change. But resistance isn't the only obstacle to overcome. Other obstacles can include:

• The sheer scale of the change: A big change can feel so much harder to navigate and implement than a small change.
• Previous attempts at change resulting in failure: This can make us skeptical about other changes that come our way.
• Uncertainty: As Thinking Fast and Slow author Daniel Kahneman points out, most of us would rather be wrong than uncertain—we prefer any form of resolution, even a wrong one, over no resolution at all. But when undergoing any change, the outcome is usually uncertain. There's no guarantee of success, and this is uncomfortable.

Change models

Because change is hard, experts have put a lot of time and energy into unlocking the process of change, and developing models to help people understand, manage, and navigate change.

For example, did you know that there's a proper formula for change? Originally proposed by David Gleicher¹ and later revised by Kathleen Dannemiller, the formula is designed to help business leaders assess the likely success of change. It looks like this:

C is change. D is dissatisfaction with the status quo. V is a vision that things could be better. F is first concrete steps that can be taken towards that vision. And R is resistance.

So, according to the formula, if the product of dissatisfaction, vision, and first concrete steps is greater than resistance, then change is possible. But if any of those three vital factors are missing or low, resistance will win out and the change will fail.

Another model that I really like is the “J-curve” change model (also known as the Satir System), a five-step process developed by family therapist Virginia Satir. The model is designed to help individuals process change, and support others as they process change.

It goes like this:

• Stage 1 is late status quo. Here, the situation is familiar and consistent. People know exactly what to expect, what is expected of them, and how to behave. There's a sense of security.
• In stage 2, a foreign element, driving factor, or threat is introduced that changes the status quo. The sense of security and stability is threatened. The result is very often resistance.
• Stage 3 is (rather alarmingly) called chaos. Here, the people involved are plunged into unfamiliar, unpredictable territory. As a result, they may feel stressed, uncomfortable, confused, or even scared. In a work context, this is when performance drops. In a relationship context, the relationship suffers.
• Stage 4 is integration. Here, people discover the positive side of the foreign element (known as a transforming idea). A good example is discovering that implementing a new process actually makes employees' lives easier. This is when the change begins to feel exciting, and people get on board with the change. Performance and relationships improve.
• Finally, we have stage 5, the new status quo. By this point, people feel comfortable with the change. Performance stabilizes at a higher level than before. Eventually, the new status quo becomes a late status quo and the process begins again.

Although this model was developed to describe the patterns of behavior among people undergoing family therapy, it can be applied to any group of people who are experiencing change. The key takeaway is that change has a natural process, and that things generally get worse before they get better—hence, the J-curve shape, where performance or relationships take a dip before climbing to new heights. Later in the chapter we'll explore practical ways to address these five stages.

A super-quick introduction to change management

Now let's move onto implementing change. We know that the process of transitioning from one status quo to a new status quo can be tricky. And this is where change management helps. Change management is a practical framework for, you guessed it, managing change. It's basically a series of tasks that, together, ensure a transition from one situation to a new situation, with as little disruption as possible. It ensures change is managed effectively—whether the change is in response to something unforeseen (such as business disruption), or part of a concerted effort to improve the organization.

Change management involves both the individual element (for example, ensuring the needs of individuals are taken into account), and the organizational element (for example, ensuring any organizational obstacles are overcome). There's also enterprise change management, which is geared towards systematic change across the entire organization. There are lots of change management tools and methodologies you can follow, and I talk more about this later in the chapter.

For individuals who are navigating change

If you're on the receiving end of change, I recommend that you:

• First, acknowledge that change is happening. There's no point burying your head in the sand. Acknowledge that change is an inevitable and normal part of life.
• Assess your level of adaptability and look at practical ways to boost your flexibility. (This is the focus of Chapter 12.)
• Gather information. When you're facing change, it can be tempting to leap into action. But that's not always a good move. Instead, take a breath and deploy your critical thinking skills (Chapter 5). Ask questions and gather information to help you assess what exactly is changing, how it's changing, and why it's changing—think back to the change formula and seek to understand the vision behind the change and the first concrete steps that need to happen.
• Recognize and acknowledge your feelings about change (see Chapter 7, “Emotional Intelligence and Empathy”). But try not to react based on these feelings. It's normal to be wary of change, but you want to respond from a place of considered thought, after gathering the information you need. You may need some time to process the information before you respond.
• Don't assume the worst—think of the best. Remember, this is about embracing and celebrating change. Try to flip the narrative and visualize the best-case scenario that will result from the change. How will your job or life get better?
• Look for ways you can control the change. You may not be in the driver's seat, but there will probably be areas where you can exercise some control. You might, for example, plan out the steps you personally need to take as part of this wider change. You may also be able to plot your own timetable for achieving certain milestones, within the organization's overarching schedule.
• Set yourself some learning goals that will help you navigate this particular change. (See Chapter 18, “Curiosity and Continual Learning.”) For example, if you're taking on new responsibilities, what courses or books will help you gain confidence in that role?
• Eat the elephant one bite at a time. The old “How do you eat an elephant?” adage is useful when it comes to navigating change, because it reminds us to not get overwhelmed by the big picture. Focus on the first step, and don't think about the second step until you've completed the first one. And so on and so on.
• Give yourself time. Changing habits and learning new behaviors can be a slow process—in fact, the average time it takes to adopt a new habit is 66 days. Be patient.
• Be kind to yourself when things don't go according to plan. Remember the shape of the J-curve, when performance and relationships typically dip before they get better? Get familiar with the J-curve model and reassure yourself that it's all part of the process.
• Stay connected to your coworkers. Make sure you have ways to communicate with others in your team, especially if you're not all in the same place.
• Related to the previous point, get other people's perspectives. Talk to your coworkers about the change you're experiencing and how it makes you feel. How are they feeling? How are they navigating the change personally? That said, do try to seek out those who consistently show a positive attitude. You know who they are. And you know who to avoid—those inflexible Negative Nellies who see any change in the workplace as a personal affront!
• Bang your own drum. Celebrate the big and little wins whenever you can, even if it's just a mental pat on the back. If you can, celebrate with your team when you achieve common goals.
• Reflect on your resilience. Think about it—with every goal achieved, and every change you navigate, you're ultimately becoming a stronger, wiser, more adaptable person. Isn't that amazing?

Change management tips for organizations and people driving change

There's a vast number of change management processes out there. Go exploring and find a model that works for you. Following a specific change management process, and using tools and templates for various stages (for example, tracking tools) will make your life easier.

One great example of a change management methodology is “The 8-Step Process for Leading Change,” developed by Dr. John Kotter (there's an e-book you can download at kotterinc.com). Very briefly, the eight steps are:

1. Create a sense of urgency—by communicating the importance of why the change is needed now.
2. Build a guiding coalition—a team to guide, coordinate, and communicate with the people involved in the change.
3. Form a strategic vision and initiatives—a vision of how the future will be different to the past, with initiatives linked to that vision.
4. Enlist a volunteer army—people who will rally around the common purpose and help drive change.
5. Enable action by removing barriers—such as inefficient company processes that will hamper the change.
6. Generate short-term wins—this helps you track progress and bring more people on board with the change.
7. Sustain acceleration—basically, press harder after the first successful changes.
8. Institute change—make a connection between the new behaviors and organizational success, until the new behaviors become ingrained.

I also encourage you to learn more about the J-curve model of change, particularly how people feel at the various stages (and, in turn, how you can support them). For example:

• At stage 1 (late status quo), you can encourage people to look for new ways of doing things.
• At stage 2 (foreign element and resistance), you can encourage people to share their feelings.
• At stage 3 (chaos), you can support people as they try out new ways of working, and let them know that it's okay to fail or feel frustrated.
• At stage 4 (integration), you can support relationships and dialogue as people begin to adapt to the change.
• At stage 5 (new status quo), you can celebrate success.

So, to successfully manage change, you need a clear change methodology and a good grasp of how change will affect the people within the organization (so you can support them).

Here are some other, more general tips for driving change in your organization:

• Start with quick wins. We know that failed change can result in skepticism of future change. But on the flip side, implementing a successful change creates a positive track record. With this in mind, look for the small or quick wins that will help you build a positive track record of change. (And if the small change doesn't pan out, at least the negative impact of a small change is less than if you'd gone straight for a big change.)
• Remember, people are generally more comfortable with evolution, not revolution.
• Break down goals into smaller milestones. This is essential for accountability and tracking progress, but it also helps with maintaining momentum and enthusiasm.
• Clear communication is key. This is mentioned in the Kotter model, but let me just stress again that you need to communicate your vision, why the change is needed, and how it will impact people in the organization. You will also need to listen to people's concerns. How will you encourage people to speak up, and how will you address their fears?
• Find key influencers. One very potent tactic is to identify those unofficial leaders within the organization that people naturally follow. Bring these people on board with the change at the earliest opportunity and you'll stand a much better chance of bringing the rest of the team along.
• Practice empathy. Put yourself in others' shoes. How would you be feeling about this change if you were them? Revisit the J-curve stages to understand the emotions that may arise at each stage.
• Prepare for problems along the way. There will inevitably be dips in performance or small failures as people adapt to the new way of doing things. Try to anticipate potential sticking points in advance so you can address them before they become a major problem. Potential obstacles might include company policies and procedures, lack of training or tools, and resistance to change.
• Celebrate successes, big and small. Ultimately, you want to build a culture where change is seen as something to celebrate. So highlight and reward success during the change process, and after. Over time, change becomes a positive force.
• Encourage continual improvement. Once the new status quo has been achieved, don't rest on your laurels. Encourage team members to constantly identify new ways of doing things. You want to create a culture of continual, incremental improvements, where change becomes part of the organization's DNA.
• Wherever possible, look at upskilling and reskilling versus job losses. In the fourth industrial revolution, skills will quickly grow stale. Accept this as an inevitable part of your organization's evolution, and seek to build new skills within wherever you can.