Lately I have been wondering why change is desired and what would happen if we didn’t change at all.

We can see that past couple years or even recent months result in events that we did not expect and they cause immense changes to environment that surrounds us. As one of the outcome of these global changes, our perception, behaviour, attitude is impacted and subjected to change as well.

But what if we pushed a ‘pause’ button and thought what would happen if we didn’t change?

Would we be more happier or less stressed? Or would it be exactly the opposite?

Is it naive to think that we could stop the change or would be willing to stop developing?

The above questions fit into the phases appearing in the Change Response Curve described for the first time by Elisabeth Kubler Ross. Although the curve initially referred to the stages of mourning, the separate periods can be considered in a broader context, which is the reaction to difficult, stressful situations, i.e. changes.

When there is a change that comes our way (especially one that is not optimal or desirable for us), we face shock and denial – suddenly the status quo changes.

Then there is frustration and anger – why should I change if everything works as it should?!

You move to the next phase – depression, in which you experience sadness because the “old, good order” has been broken and at the same time you fear what the future will look like.

However, as time passes, the acceptance of a new reality emerges, in this phase you give yourself permission and time to explore and test the new situation.

When you notice the value of the change you have made, you are able to go through the phases that relate to making decisions and acting in a new, changed reality.

How do you see the changes, even though they may be desirable (e.g. from the point of view of the organization, team) generate a spectrum of different behaviors and emotions, how can you deal with them?

First of all, open, transparent communication – sharing information allows to understand why changes are introduced, what changes are introduced and what are their consequences. This is the primary care of employees’ concerns. Support your employees, observe and listen to what they have to say in response to the change. Do not ignore their objections, thanks to which you can build trust and strengthen open communication. Inspire your employees with the way to achieve the goal, with the successes that you have achieved together on this path. Training and coaching are an inseparable element of the change so that employees find themselves in the target situation. Share information about successes achieved and lessons learned from failures. Thanks to this, you create a safe space for other employees who want to share their experience, which in turn affects the integration of the desired change.

What are your experiences in the context of changes? What helps you go through the stage of changes and what is blocking you?

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