In Times of Change, Go Slow to Go Fast
In Times of Change, Go Slow to Go Fast
Giving people a chance to raise their concerns in a way that legitimizes their anxiety creates a greater sense of trust and openness to working through the change.
Restructuring an organization may be commonplace, but it isn't easy. I'm currently working with three companies that are either being acquired, or spinning off divisions to create new publicly traded companies — and I've been a leader during a restructuring (when PepsiCo divested itself of Pizza Hut). There are rumors that PepsiCo may be at it again; financial blogs are buzzing about the possible spin off Frito Lay.
A lot of lives get disrupted during a restructuring. Even employees who have been assured they will still have a job when things calm down can feel as though they've lost their moorings. Leaders have a special responsibility at these times to keep people focused on their responsibilities while providing as much stability and safety as possible. At the same time, restructuring can be particularly hard on leaders for two reasons. First, leaders have a responsibility to reassure others, even while feeling vulnerable themselves. Second, a restructuring, particularly during an acquisition, is one of those rare times that the more senior your position in the organization, the more likely it is that your role will be considered redundant.
Restructuring and Loss Aversion
To ease transitions during times of organizational upheaval, leaders would do well to brush up on the concept of "loss aversion." In a 1991 article that appeared in the Journal of Economics, Amos Tversky and Daniel Kahneman reported on research demonstrating that our choices are more highly influenced by consideration of what we might lose than by what we might gain. "In human decision making," Tversky Kahneman wrote, "losses loom larger than gains." In How We Decide, Jonah Lehrer described a loss aversion experiment conducted with two sets of participants: one set with normal functioning brains and the other set made up of neurologically impaired patients who no longer experienced emotion. As predicted by loss aversion, the normal functioning group made investment decisions consistent with a fear of loss — and, as it turned out, the decisions were not ideal for maximizing gains. The neurologically impaired participants, on the other hand, out-performed the normal functioning group, presumably because, Lehrer pointed out, they "proved much more resistant to the misleading effects of loss aversion."
William Bridges, in his 1991 book, Managing Transitions, wrote about the human experience of change. He noted that loss aversion is a salient feature not just of the decisions we anticipate, but also of the changes we anticipate. Bridges used the term “transition” to contrast the psychological process of change to the way in which we typically conceptualize change as an event with a "before" and "after." Bridges wrote, "Situational change hinges on the new thing, but psychological transition depends on letting go of the old reality and the old identity you had before the change took place." Bridges described the emotional experience of transition as a path curving through three stages: The Ending, The Neutral Zone, and The New Beginning (see figure 1).
FIGURE 1. Source: William Bridges, Managing Transitions
Notice that the negative emotions associated with the first stage of a transition is a robust depiction of loss aversion that many of us can identify with.
Not Everyone Transitions at the Same Pace
When helping organizational leaders make use of Bridges transition curve, I have found it useful to illustrate the system of transition curves operating within a company in the midst of a large-scale change. Since information about change doesn’t flow evenly throughout the organization, people at different levels in the hierarchy find themselves at different stages along the transition curve. As communication cascades through the chain of command, the gap in emotional states between levels exacerbates the feeling of mistrust and instability (see figure 2).
FIGURE 2. Interaction Associates
For example, at the point in time indicated by the dashed ovals in figure 2, you have one level in the organization feeling optimistic about the change and impatient to implement it. This group is talking to another level in the organization that is just coming to grips with what’s ending for them. Senior leaders are touting the benefits of the change to an audience that is not ready to appreciate any potential upside. As a result, one tends to hear statements from senior leaders like, "The train's left the station," or "We're not here to complain about the change, we're here to develop an implementation plan."
Leaders become impatient because they not only get information sooner, they tend to be quicker at adapting to change. It may seem counter-intuitive, but communicating during times of change — even when you don’t have any new information — can go a long way towards helping people grapple with their natural emotional responses. Giving people a chance to raise their concerns in a way that legitimizes their anxiety creates a greater sense of trust and openness to working through the change. Leaders who adopt the attitude of a learner, who are curious about how lives and work are being impacted, who genuinely care about how people are holding up will build support for change by simply being available and listening. As Eric Hoffer wrote, "In times of change, the learners will inherit the earth, because the knowers will find themselves beautifully equipped to deal with a world that no longer exists."
Published on 01/06/12 11:38 AM