5.3 Personal Reactions to Change

There is a general consensus that we are living in a time of great change and that 'no change is not an option'. That is probably true, but it doesn't make it any easier or more acceptable to the majority of people.

It is not uncommon to hear phrases like "our staff have been around a long time and don't want to change" or "people who work in libraries don't like change". Over generalised, of course, but are statements like that fundamentally true?

People who have worked in the same library or information service for decades make and live with changes all the time. They might be cautious or sceptical but they are capable of change. If they resist change it could be for a whole host of reasons, but it's unlikely that it's just because they are older or work in the library and information sector!

One of the problems with the "library folk don't like change" narrative is that it becomes self-fulfilling. And, in turn, it makes every change, even small ones, more difficult.

The personal stages of dealing with change

The work of Elizabeth Kübler-Ross on death and grief has been applied to the wider aspects of change in our lives as we go through the stages of:

• Denial
• Anger
• Bargaining
• Depression
• Acceptance

In management and leadership thinking, the Kübler-Ross cycle has been translated into the The Change Curve as described in this summary piece from Exeter University.

The Kübler-Ross cycle has its critics but it is still useful as a way of identifying the range of emotions that we experience in times of change. Being aware of these in ourselves and others can help us find appropriate coping mechanisms and actions.

For example, as leaders we should be aware that when people are in 'denial' that they need information (the WHY) and the opportunity (time and space) to explore what the change means. It is also important to remember that the process is not linear and that it is possible to slip back from bargaining to denial.

A major challenge for leaders is balancing the support to individuals (giving them time to come to terms with things) and the need for the organisation to move forward (Kotter's sense of urgency).

The article The Change Curve: accelerating change and increasing its likelihood of success from MindTools contains a video and text with practical suggestions on how to use the Change Curve.

If we, as leaders, are unsure that the change is 'right' this balancing act will be more difficult. If we haven't aligned ourselves with the change we will be less effective in supporting others and embedding the change for the future.

Personality, change and stress

Our reactions to change will relate, in part, to our personality and our preferences. If we like certainty the change process might have too many unknowns to be comfortable. If we enjoy being part of shaping things, but the change process leaves little room for our input, we could be frustrated.

If our preferences are ignored or suppressed we might disengage from the change process (or even try to undermine it!). Being aware of this, understanding what we might need and using Emotional Intelligence to ask for it, could help. And we should remember, as leaders of change, that other people will want and need different things from us. Understanding their needs will help us find better ways to communicate and involve people to give them, and the desired change, the best chance of success.

Reflection

Identify at least two things that you can do to help yourself in times of change

Thinking about a work colleague (or group of colleagues) - what can you do to support them in any changes that are happening at the moment?

You can use the Stepping Into Leadership Course Workbook to record your thoughts.

Continue the course with: 5.4 Resistance to change