Riding rollercoasteroflife change

ASF/Change_SyraPres.doc 9/11/98 Page 1
Riding the Rollercoaster of Life: Dealing With Change
Amy S. Friend, Rochester Chapter
“Change is inevitable. Growth is optional.” -Einstein
Dealing With Change: Part I (November)
I keep waiting for the pace of my life to slow down. Everyone I speak to agrees that life is
speeding up. There is a constant flow of changes with no end on the horizon. This can be
overwhelming. This past year I participated in a workshop at work called “Living In Turbulent
Times” on coping with change. I found some of the principles helpful when dealing with change
both at work and at home. The next few months I will take a little space to share with you some
change concepts. I hope this will help you to organize your thinking about change and give you a
few strategies to view change situations you encounter.
Robert Tannenbaum: The Change Continuum
Tannenbaum describes four categories of change in his model: superficial, incremental,
continuous, and transformational.
Superficial change is any kind of change that you perceive as cosmetic. This change does not
substantially impact us and doesn’t require us to reorient our thinking in any significant way.
Some examples may include: hair cut, change to a new office, or a new responsibility within your
current job.
Incremental change happens in small pieces or steps. The small increments allows us time to
adjust to the change a little at a time. Some examples may include: changes in tax laws, a
promotion within your job, or getting a raise.
Continuous change is steady and constant. It results in fairly high impact but doesn’t seem
overwhelming because you can see the progression. Some examples of continuous change
include: growing older, kids growing in height, losing or gaining weight, learning, and pregnancy.
Superficial Incremental Continuous Transformational

Transformational change is dramatic and can be overwhelming. This kind of change may happen
suddenly or overnight. It impacts our emotions. Some examples of transformational change
include: layoffs, death, marriage, war, birth, divorce, or career changes.
Given the same change, we may each categorize the change differently. For example, a job change
to someone who has worked for the same company for the last 20 years may feel
transformational to that person. The same job change may feel incremental or superficial to some-
one else who has been a contractor for a long time. How we perceive change is personal. It has
more to do with us as individuals than the change itself.

Dealing With Change: Part II (December)
Change And Personal Identity
Last month I wrote about the “Change Continuum” by Robert Tannenbaum. Tannenbaum
explains that every change is perceived as either superficial, incremental, continuous, or transfor-
mational. Two different people may perceive (or classify) the same change differently depending
on their experience, gender, ethnic background, or other personal history. How we experience
change has more to do with us than with the change. This month’s article will focus more on the
personal side of change.
Take a couple of minutes to do an exercise. Think about who you were during high school. Going
back and being who you were then, write down ten responses to the question: “[insert your name
here], who are you?” You may have responses like: “I am a sister, I am a son, I am a student, I am
a partier, or I am a [insert hobby here].” Each of your responses represents a role in your life at a
given point in time.
When you are done, prioritize your roles in the order of importance to you. Your “number one”
should be the most important role of your life when you were in high school, not for who you are
today.
Now think about this question: “What would it have been like to lose your first identity back then?
How would it feel to lose your second? And your tenth? Most people find that it would have been
very difficult to lose their number one and easier to lose their number ten role.
Set aside these roles for now. Next, do the same activity for who you are today. “[insert your name
here], who are you today?” Write down your ten responses. Prioritize them when you are done.
10. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
Who Was I In High School?
1. I am _______

These responses represent new, different roles in your life today, a different point in time.
Look at the two lists. You probably have some pretty different responses and maybe a few still the
same. The ones that are on both lists may be prioritized differently. For example, in high school I
prioritized my “student role” with favorite teachers pretty high. Now they don’t even make the top
ten. Things change in our lives. Today, one of my top roles is as a Training Designer. This was not
on my list back in high school.
How we see ourselves, shown by the roles we choose, will affect which changes we experience as
major impact or minor impact. If our job title is a major role, a major part of our identity, then a
change in our job title may be experienced as a transformational change. For a different person, if
the job title isn’t even on the list, then a change in job title may be perceived as superficial. There
is nothing good or bad about either one. It is just how we prioritize our roles that may determine
how we experience change with one of those roles.
One way to help how we deal with major change is to try broadening our identities and clarify the
real importance to us. For example, a person who describes himself as an “Editor” may experi-
ence a request to write
software documentation as major change. Another person who thinks of herself as a “technical
communicator” may feel very comfortable experiencing different areas of the field.
The narrower we define our identities, the more likely we are to experience change as a major
event, with all the emotions involved with major change.
10. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
Who Am I Today?
1. I am _______

Dealing With Change: Part III
William Bridges: The Stages of Change
Bill Bridges describes the stages of change and emotions we must go through to overcome change
successfully. These include:
During the Stage 1, the Ending, we may feel some separation from our past. For some this may be
exciting and for others it may be a symbolic death. Regardless, we experience feelings associated
with endings. These may include:
- Identity
- Meaning
- Belonging
- Future
- Security
- Relationships
It is important to discard the “old” before we move on to the “new.”
During Stage 2, the Transition or the “Neutral Zone”, we experience different feelings as we move
through the change. This is time to sort out our feelings about the change. It is time to reorient and
“try on” the new change. Some feelings we may encounter in this stage may include:
- panic
- numbness
- anger
- hostility
- depression
- withdrawal
- speculation
- confusion
During stage 3, the Beginning, we experience new feelings as we grow to accept the change.
Beginnings only occur after we have worked through the “Ending” and “Transition.” During the
“Beginning” we start to feel some gradual inner peace as we adjust to the new change and feel
Ending
Transition
Beginning
Stage 1
Stage 2
Stage 3

more comfortable with it. It feels more a part of us. Some common feelings during this stage
include:
- enthusiasm
- excitement
- happiness
- creativity
- interest
- focus
Change is uncomfortable and we don’t like to feel the emotions experienced during Stages 1 and
2. As a result of that, we may push through the first two stages too quickly before we have had
ample time to experience the feelings. We may not experience all the feelings and they may not all
come in the same order. It is important to recognize that it is healthy and natural to experience the
feelings in each stage. For example, if you don’t deal with your anger during the transition stage,
you may have to come back and repeat that stage (and let yourself be angry) later to finish dealing
with it
One example that comes to mind is what happens during a downsizing. The rumors start to
wander the halls and take on virtual form. People speculate the parts of their current lives will
“end” before they know the facts. They start to go through Stage One:
“We are being downsized and the group I belong to won’t exist any more.”
“The relationships I have established will all be gone.”
“I have no future here anymore.”
Then we start to experience the feelings of Stage Two, Transition: anger, depression, speculation,
confusion.
“I am angry that they can do this to us.”
“I am so depressed about all the changes at work. I don’t want to go to work.”
Up until now there have only been rumors about what will happen. People are so anxious to just
get the change completed that they start to work through the stages of change and the associated
feelings. Once the real story comes out, we may need to go back and repeat some of the
stages.The desire is to get to Stage 3 where the feelings are more desirable.
Take some time to think about major change you have gone through or are in the process of going
through. Can you identify the stages you went through?

Dealing With Change: Part IV (February)
Elizabeth Kubler-Ross: The Predictable Process of Change
Elisabeth Kubler-Ross describes “The Predictable Process of Change.”
Kubler-Ross researched the emotions that terminally ill people felt as they went through major
grief and loss. She found a pattern in not only the feelings these patients felt, but also the order in
which they were experienced. The feelings were experienced in different paces and intensity. She
extended her research to include the families and loved-ones of the patients and found the same
trend. From her research on major change, she determined that we go through a series of
predictable emotions as we proceed through the change. Those that weather the best are those that
take the time to really experience the feelings..and not push through them too quickly.
A sense of stability is broken when a major change occurs. The major change primarily applies to
transformational changes, like a major loss. Progression is not always in the order shown in the
illustration. However, Kubler-Ross does contend that all emotions must be attended to prior to
truly reaching acceptance of the loss.
The major change starts us moving through a series of emotions. Earlier in the series, one may
feel shock and/or denial. A typical response or thought may be “I can’t believe this is happening
to me.” We defend against the undesired loss and change in reality. Hurt people typically start by
denying the change.
Anger is the next emotion. Anger, or similar emotions, ar the start of trying to regain control.
During the Regrets/Bargaining stage, we seek to minimize the impact. We may think “If only i
had done...maybe this would not have happened to me.”
Once we realize the change is not going away, depression sets in to place. A sense of loss and an
inability to cope is evident. It is clear that we can’t work around the change, but must work to get
through it.
Stability
Major
Change
Shock/Denial
Anger
Regrets Bargaining
Depression
Acceptance

It takes work and effort to get to the final stage, acceptance. We have accepted the change and
realize that we must make the best of it. The bad feelings will not go away until we take the time
to experience them.
Look at the model and relate it to some major changes. Think through the major change of
winning a big lottery jackpot. Can you see how someone may experience each of these feelings?
Think through the major change of losing a loved-one. The changes do not have to be negative
ones to experience these emotions.
This model points out that loss is a primary aspect of change. It requires people to give up
something familiar and comfortable-behaviors or patterns. To move into a new comfortable place,
we must give up the old ways before we can accept the new ways. “Letting go” of the old is the
key to accepting the new. Resistance to change is in the “letting go” of the old behaviors.
Successful change requires that we let go of the old. The difficulty is with our tendency to focus
our energy on the new way. The lesson is to not rush through the change. Allow yourself to feel
the feelings. It may hurt and feel awkward, but it is essential. Don’t suppress the feelings or push
too quickly through them. If you do, you may only have to carry them into the new way. When
working with others, give them a chance to feel the feelings. If you push them to move too
quickly, they may only resist stronger to the new change.

Dealing With Change: Part V (March)
Change and Personal Power
The Power Grid
During major change, it is natural to fee very out of control,like a victim or powerless. You can’t
always control work, family, or friends. You can, however, have control over your own behavior.
You can control:
1. How you respond
2. How you act
3. What you think
4. To some degree what you feel
When we are going through major change we can help ourselves by focussing on where we can
make a difference. The Personal Power Grid illustrates this best.
In stressful situations, we often times persist at taking action on activities that we can’t influence.
The Personal Power Grid describes this as “Ceaseless Striving.” If you spend a lot of time here,
you may feel tired, like you are trying to beat down a brick wall with your fists. For example, if
the company decides to sell a portion of your company, chances are you, as an individual contrib-
utor, can not influence this decision. If you try to take action, you won’t feel a lot of accomplish-
ment and satisfaction. If we can’t influence it, save your energy for something else.
In other situations we are frozen to action; we take no action on activities that can influence our
situation. This is referred to as “Giving Up.” For example, a co-worker looses his job. He’s so
depressed that he just wants to curl up and disappear. He takes no action. What he could do is
spruce up his resume, review the want ads, revive his professional network, see a career councilor,
etc. These things can influence his situation, yet at this time he takes no action.
The place that feels best on the Personal Power Grid is the “Mastery” quadrant. It is here that we
when we take action on things we can influence our situation. It is here that we feel more personal
Ceaseless
Striving
Letting GoGiving Up
MasteryTake
Action
No
Action
Can
Influence
Can’t
Influence

power. Your energy level may charge up at the realization that you are truly helping your situation.
The other quadrant to focus towards is the “Letting Go” quadrant. Be honest and practical as you
identify what you can not influence. Take no action on these things. It is a waste of your time, so
just let go of it. This may result in a freeing feeling. It is very difficult to let go of somethings
when the situation is so emotional. Try hard and you can help to reduce your stress level.
How Can I Help Myself & How Can I Help Those Around Me?
When you are dealing with change recall the “Personal Power Grid.” Think of the two places to
be. Focus on taking action where you can make a difference and take no action on the things you
can’t influence. Take some time now to list what you can do for yourself to help get through major
change.
When working with the people around you who are dealing with major change, coach them to see
what their options are. It helps to teach them the “Personal Power Grid.” It may take them some
time to deal with the emotions of change first, but at least they will have a tool to use when they
are ready to transition through the change.Take some time now to list the things you can do to help
others when dealing with change.

Dealing With Change: Part VI (April)
Overcoming Resistance To Change
Richard Beckhard: The Change Equation
Overcoming Resistance
In any situation dealing with change, we inevitabley will encounter resistance. Resistance refers
to others who don’t support a change and may even expend great energy to block a change.
Resistance does not need to be a bad thing. It is energy working in a different direction. I’d rather
work with a resistant person than an apathetic one. At least with a resistant person there is some
engagement, feeling, or motivation. The challenge with resistance is how to work with the person
to figure out how to win them over to your side, how to harness their energy to support the change
effort. If we can only convert that energy to work in the direction of our goal! This can be done
with out being manipulative.
Richard Beckhard tells us to think of the following Change Equation when working to overcome
resistance to change.
In this “Change Equation” all elements (D, V, F) must be present to overcome resistance. Here’s
an example to illustrate this concept.
Years ago, I played with the idea of selling my house and moving to a new house. I went so far as
to talk to a realtor and go to some open houses. By going to open houses, I started to get a vision
of the future (V). I pictured myself living in a quiet neighborhood in the country. The thought was
very provoking. By talking to the realtor about what I need to do to sell my house, I identified
what some of the “first Steps” would be(F). After all this effort, I was resistant(R). I procrasti-
nated on doing anything. What was missing was the “D.” My dissatisfaction with the present was
not strong enough to overcome the resistance. Later that year someone tried to break into my
house. My dissatisfaction with the present changed! I spruced up my house and put it on the mar-
ket, and moved. The change equation worked for me and the resistance was overcome.
So think about a new policy or procedure that you are trying to implement. If there is resistance to
it, what elements of the change equation are not met satisfactorily? Work on those elements. Share
your vision. Point out the drawbacks with the maintaining the current situation. Identify first steps
that need to be taken to move forward. These elements will help to change the resistance energy in
to supportive energy.
D x V x F > R
Dissatisfaction
with
Present
Vision
of the
Future
First
Steps
Resistance
to
Change

Dealing With Change: Part VII ay)
Change Principles & Tool for Leaders
Right away I’ll tell you that I believe we are all leaders in some way. So this section does apply to
all of us. The responsibilities for dealing with change are different for a leader than they are for
individuals. As a leader, many other people are looking to use to help set a vision and identify
actions to implement change. It is a big responsibility. How successful we are may impact the
faith people have to follow you again in the future. Wow! Never-the-less, the opportunity to make
a big impact is there. This section will describe some principles leaders should keep in mind as
they lead groups through change.
Kim S. Cameron: The Consequences of Organizational Turbulence
Cameron, from the University of Michigan, describes the Consequences of Organizational Turbu-
lence. These refer to the “natural (and counterproductive) tendencies of supervisors and managers
within organizations that are in a state of turbulence.” Cameron refers to these tendencies as “The
Baker’s Dozen.”
5. Try to control
6. Go back to the old “tried and true” way of doing things.
7. Fight rather than cooperate.
8. Become more rigid and inflexible.
9. Keep plans and status secret.
10. Find someone to blame- the leaders, who else?
11. Be more careful about what you say. Hold your cards close to the chest. When in doubt, don’t
share.
12. Do it yourself. Involve as few as possible.
13. Focus on the short term.
14. Don’t risk doing anything new.
These result in:
15. Decrease in morale.
16. Decrease in the credibility of leaders.
17. Decrease in productivity.
(Adapted from Kim S. Cameron, University of Michigan, 1987.)
Stopping these tendencies requires a lot of effort and a strong belief in the impact. We can help
leaders who want to change by coaching them with new behaviors. Reinforce good efforts in
moving away from the natural tendencies. As a leader yourself, find someone you trust to coach
you. Tell them what you want to improve and ask them to coach and reinforce your efforts.

Key Principles for Leading Change in Turbulent Times
The March 28, 1995 issue of Organizational Development and Change lists these Key Principles
for Leading Change in Turbulent Times:”
• Validate and Acknowledge Emotions
• Tell People Everything
• Treat People Like Adults
• Extraordinary Levels of Involvement
• Rebalance the Work
Tools for Leading Change
There are four tools that leaders can use when leading change:
• Involvement
• Communications
• Educations & Training
• Coaching & Support
TOOL
DEGREE
NEEDED (H, M, L)
DEGREE
PRESENT TODAY
(H, M, L)
NOTES
How can we close
the gap?
Involvement
Communications
Education &
Training
Coaching &
Support

Have the workers and the managers complete this chart separately. Then, have the two groups
compare their results. The manager should be prepared to be open and responsive to differences.
It is important for the manager to see where there are differences in perceptions on how things are
going. Use the results of the exercise to determine how to focus change efforts.

Riding rollercoasteroflife change

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