Managing the cycle of change: Resisting change is normal, but it is problematic for organizations looking to make changes or implement new technologies.

• Author: Kevin Craine

It is common to take great care in selecting and implementating new technology. Interactions between hardware and software are cautiously investigated; operating systems and network connections are carefully tested, and uptime on critical systems is painstakingly protected. But one very influential factor that is often overlooked in action plans and contingency scenarios is the natural and emotional reactions of people when things change. If individuals resist change, find ways to sabotage efforts, or become angry or withdrawn, it is unlikely that even the best technology strategies will be successful.

Resistance to change is often a more troubling problem than even the most complicated tangle of technology. To make matters worse, rapid innovation in technology is forcing people to face change at an ever-quickening pace. This rapidity, coupled with the apparently inevitable and chronic "technical difficulties" associated with high-tech change, has given rise to a pattern of resistance that has become a norm of corporate culture. Because people often automatically resist change, it is imperative to mitigate the negative effects of people's reactions while implementing changes in technology, processes, and workflow.

Resisting Change Is Natural

Perhaps creative thinker and author Roger Von Oech said it best: "There are two basic rules of life: Change is inevitable, and everybody resists change." Resisting change is as congenital as being frightened of the dark, having a crush at age 16, or laughing at the Three Stooges. Little can be done to avoid these reactions. They are natural, emotional, and inevitable. This innate resistance to change occurs because most people like things to be comfortable and familiar. They like to feel capable and confident in their work. Change affects people's ability to feel comfortable, capable, and confident because it means that they must learn new systems, work in new ways, and accept new responsibilities.

People facing change often go through a cycle of emotions similar to those experienced when faced with the death of a loved one. Thus, by understanding the "grieving" process people use to deal with change, it may be possible to reduce some of the potentially damaging consequences. "The change cycle" is a four-step cycle of emotions that individuals are likely to experience when faced with change. (See Figure 1.)

The Comfort Zone

The "comfort zone" is where people reside emotionally before dramatic change occurs. When people are in their comfort zones, they feel in control of their lives and work. Generally, they are happy and comfortable with the way things are. They are confident in their abilities and feel capable of handling whatever situations arise. When people are asked to use new processes or perform new duties, their comfort zones and routines are disrupted, and they may feel that their control over their work is diminished. They might lose confidence when "the way we've always done it" gives way to something new and unknown. These people are not necessarily laggards who are unwilling to join the causes of improvement and innovation.

However, most people would rather feel a little bit stagnant, complacent, and bored than face the possibility of stepping out of their comfort zones.

To Assist Yourself in the Comfort Zone:

* Notice the situations in which you experience ease and comfort.

* Notice the situations in which you experience stagnation and a lack of growth.

* Create a development...