One thing you can count on is that organizations do not change until the beliefs and behaviors of the people within it change.  We’ve all heard the saying, “a good way to go crazy is to expect different results from the same behaviors.”  To change behaviors, and the culture that recognizes and rewards those new behaviors, is inherently an emotional process.  And here’s where it gets a little sticky.  Not many of us understand emotions, and the majority of us would rather volunteer for a root canal than have to deal with them.  When the change management conversation turns from technical and process issues to emotions, feelings and behaviors, you can see the managers squirming.  These are waters they are usually uncomfortable navigating in and the conversation can be painful.   However, without the inclusion of meaningful recognition and planning to address the emotional side of change, the threat of battle with the Change Monster may be overlooked and the success of the initiative can be in serious jeopardy.

In her book, The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Jeanie Daniel Duck, author of The Change Monster:  outlines 5 Stages of Change that organizations need to be prepared to manage as they embark on a change initiative.  Ms. Duck refers to the Change Monster “as a catch-all phrase for the complex, sometimes scary, human emotions and social dynamics that usually emerge during a change effort".

Stagnation Phase:  Can occur in any organization and is caused by factors such as outdated strategy, lack of leadership, market shifts, too few products or resources, outdated technology, etc.   This phase ends when someone in a position of power recognizes the problem, envisions a new approach, and demands change.

Preparation Phase:  This phase allows the elements of the Change Plan Framework to be operationalized including structure, roles, services/products, capabilities, facilities, etc.  The Framework must provide enough foundation for the managers and employees to add the details.  This is the phase where the Monster is awakened.  Employees hearing of the proposed change usually exhibit a combination of emotions depending on their view of change, past experience with change, and trust of the leadership.  Emotions might include anxious, hopeful, threatened, excited, distracted, betrayed.  Everyone knows something is going to happen, but they’re not sure what.  If they see this as a new initiative or just another project they may approach the event with annoyance, cynicism and disbelief, not taking the announcement seriously.  This is a phase that action-oriented leaders like to skip. It’s a phase where there can be a lot of anxiety and uncertainty going on while difficult and tedious work is also trying to be accomplished.  Often we will hear the cry to “just get on with it”, “let’s do something!”  Moving forward without alignment is the major cause of failure of change initiatives.  Move this stage along as quickly as possible, but make sure it is complete before proceeding.

Implementation Phase:  As change plans are initiated and work begins, be prepared for the Change Monster to get things fired up.  To the emotions already experienced in the Preparation stage, will be added feelings of confusion, apathy, resentment, inadequacy and volatility, along with relief, exhilaration, excitement and recognition.  Everything is changing, but at the same time, nothing has changed yet.   Communications, frequent and sent through multiple mediums, are critical during this stage.

Determination Phase:  A critical phase because results of all your efforts are becoming evident at the same time the organization may be feeling change fatigue.  It takes a lot of energy for people to rethink how they do their work and change their ways. If they see signs of success, they’ll be energized and keep up their momentum, even in the face of fatigue.  However, if they sense an attitude of “hang on, this is going to fade away”, they will switch gears and dispassionately go through the change motions without expectations for the desired results.  Again, the wrath of the Change Monster is stirring.  Leaders must be careful to manage the expectations, energy and experiences of their employees.  Not everything is going to be a success.  Where negative events occur acknowledge and learn from them.  When employees come together to confront and conquer the Change Monster, they are usually rewarded with the path to Fruition.

Fruition Phase:  At last, a sigh of relief!  All the hard work the organization has done is paying off.  It’s a time to celebrate and acknowledge the transformed organization, highlighting the big and small wins, as well as lessons learned.  However, as Ms. Duck writes, “the success of Fruition brings the organization full circle, because the territory on the far side of Fruition is a new period of Stagnation.”   Teaching the organization how to continually adapt and change while fighting the monsters along the way is a skill-set requirement for the 21st century.