COLUMN -
Change Management
Managing Type
II Change
(3rd in the "The
3 Shades of Change")
Type I – Change which is done to us.
Type II – Change which we do to
ourselves.
Type III – Change which we do to others.
It is worthwhile noting, that if the
statement "People resist Change" were true, then Type II
Change would exist in only small quantities and on rare
occasions. Yet, if we look around us, most of the big
Changes we endure are all self inflicted; marriage;
children; learning a new language; acquiring any new
skill; etc. etc. All of these are changes we choose to
embrace.
Before exploring how we 'manage' this type
of Change, its worthwhile examining why we initiate Type
II Change in the first place.
Here's a bold statement;
We all decide to embrace Change
as a result of exactly the same thought process.
This does not mean that the same event
will elicit the same reaction from everyone; it does mean
we all consider the event in the same manner.
Here are two examples;
i) You watch me as I toss a fragile
crystal ball towards you, do you;
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Try to catch it?
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Let it fall to the ground?
ii) The 'system' you're working with is
failing badly, do you;
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Attempt to fix the situation?
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Do nothing?
While the first example might seem too
obvious, it sets the stage for the second scenario. In
both cases, we step through the following thought process
at different speeds.
a) As soon as we become aware of the
'event' we ask ourselves a question;
If I do nothing in light of this
event, what will happen?
The result of this self imposed question
is a future scenario.
b) We then evaluate the desirability of
this future scenario.
Is this something we are willing
to endure?
While the answer might change from
person to person, the question remains the same.
c) If the answer was "Yes", then we do
nothing. If the answer was "No", then we ask;
What must we do to avoid
this scenario?
In other words, "What must I Change, in
order to achieve a more desirable future scenario?"
This thought process also applies to
Change we might label as 'self imposed improvement'. We
can, at any time, ask ourselves, "If I continue with
this course of action, where will I end up and is that
where I want to be?" The 'event' in this case is
nothing more than the asking of the question, "Is
the Status Quo going to get me to where I want to be?"
Once we've decided to Change, then we are
faced with a totally different type of problem, "How
do we maintain our determination to Change, through the
difficult transition period?"
Here's a basic, fundamental fact,
Change... especially big Change... hurts. The transition
period is difficult. It requires huge amounts of effort
now, in order to secure benefits far in the future.
There are two strategies, which we can
combine, for moving forward;
a) Reinforce the vision of the future.
Do everything we can, to keep the vision
of where we want to get to, crystal clear in our minds.
Have you ever noticed how someone obsessed
with a goal, ignores every obstacle put in their path?
b) Minimize the pain of the transition.
The pain of transition can become an
insurmountable hurdle; anything we can do to reduce the
pain, makes it more likely we'll stay the course.
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Create a support structure.
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Have a plan of action to reduce the
chaos.
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Celebrate every little success.
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Reward effort, even when the results
weren't perfect.
Deciding to Change is easy when we realize
we must Change, the challenge is to maintain that decision
when progress becomes difficult.
 ©
2004, Peter de Jager – Peter is a Change
Management Consultant, Seminar Leader and
Speaker. Visit him at
www.technobility.com or contact him at
pdejager@technobility.com
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