Volume 1, Issue 3, October 2022

Welcome to Volume 1, Issue 3 of The Root: Transitions & The Change Curve

In order to support our growth, we require a strong network of roots.  They anchor us and serve as a conduit for nutrients to help us develop and deliver on our goals.

As autumn approaches, this month’s focus is on Changes & Transitions.  From an individual or organizational lens, change can be exciting and scary.  We will build off some initial discussions from the The Journey  No.2 (our mini-issue blog) from September 29, 2022.

Thank you for following along our journey to Aspire to Grow.

Check us out at www.aspiretogrow.co <the .com domain was taken, but I like to think of it as “.co” for co-create>.

Off the Shelf – My Book Pick

Managing Transitions: Making the Most of Change – William Bridges & Susan Bridges

Managing Transitions (25th Anniversary Edition) by William Bridges and Susan Bridges is my most used book from graduate school (it’s cover is peeling back, and the pages are worn). Its focus on the human transitions we face with change, including opportunities to make the most of the process (and not losing people or too much productivity during the journey) is useful in so many work scenarios. 

This book helps us guide others through organizational change from the human side.  Business changes can be large (reorganization) or relatively small (new processes or systems).  All people react to these in different ways.

Change Management in not a way to convince people of changes that are occurring.  Ideally, for a most effective change, this process is definitely a 2-way dialogue. We want to hear and learn from employees during this process. Most times, they see the impact of change firsthand.

The Future Vision is a critical starting point for communicating change to employees.

What problem are we solving for?   

If people can see this new Vision, they can begin to see how they might fit into the future state. They can see the direction we are heading.

Does everyone realize that change is necessary?  If not, that could be a problem. This is essential.

Change not only involves Vision of the future state, but a true assessment of the current state.  

• What is changing?
• Who will be impacted?
• How might they be impacted differently?
• How can they feel included to believe in the new change?

In addition, the Transition for employees will persist long after the change is implemented.  Remember – not everyone experiences change immediately or at the same time.

Bridges talks through the Transition on a Productivity over Time perspective. 

The 3 Phases/Zones of Transition

(These are discussed in much more detail in The Journey  No.2 (our mini-issue blog). 

Endings/Letting Go 

This time is when employees feel shocked and concerned – they aren’t sure if they can trust what is happening, or even feel certain about their future in the new vision.  It’s crucial to be as clear as possible on what is changing from a process, people and systems perspective (systems = organizational systems as well as technical systems).

Additionally, be clear on what is NOT changing. 

Neutral Zone 

The Neutral Zone can last a long time, and you can see, productivity may be low.  Employees will experience Neutral Zone differently, and potentially at different times. We must realize which roles are impacted greatly, who feels they have the most to lose, and how to manage this carefully to maintain engagement and psychological safety.

While the old is gone, the new future state may still seem fuzzy, leading to disengagement (or worse, fear and employee retention concerns).  

The Neutral Zone offers a chance for employees to be included in the dialogue of how change occurs in the daily work, and most importantly, it’s a time to consider the opportunity of new possibilities.  Leaders at all levels to acknowledge the discomfort with this phase and additionally, they should listen and value employee input throughout this process. Offering structure and guidance during this time (with Empathy and Compassion) is critical to engagement and overall sucess. 

Disengagement or Quiet Quitting can happen during the Neutral Zone.

New Beginnings

During this time, the fog begins to clear, and employees see their role in the new vision.  Bridges reminds us that beginnings don’t start with the Gantt Chart milestone date – they start with “following the timing of the mind and heart”.  As expected, that timing is different for everyone (and is not immediate). People don’t change on a dime when new processes or structures kick in. They may unintentionally be wedded to old ways and need to create new habits.  People will realize that this change is real.

With proper leadership support, dialogue and appropriate resources and training, productivity will begin to increase as employees find their space in the new vision. 

Please check out this book. It has great questions and reflection exercises to consider as you lead through change AND transition.

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Stream On – My Podcast Pick

The World of Work:  Leading through the Change Curve.  

There were a few choices of podcasts on the human transition through change.  This month, we chose The World of Work: Leading Through the Change Curve. This podcast was helpful to understand the human emotions and behaviors we experience during any type of organizational change.

The Change Curve (including 5 stages of grief – these have been adapted to 7 here) was created by Elisabeth Kubler-Ross in her 1969 research, “On Death and Dying”.  Similar to Bridges’ zones above, these stages of change and transition are accompanied by change in performance level over time.

The graphic shows leadership response (red font) and possible individual employee response (green font)).

Although, this is shown as being in one direction, it is possible that a small change within a change, could have people revert back to the Neutral Zone (Bridges & Bridges) or Disruption/Exploration –> both causing reduction in productivity or performance in role. 

What changes go through this Transition Curve?

• Organizational change or restructure (perhaps bound by HR and legal requirements)
• Leadership change (new boss, new leader)
• Job change
• Office location change (or environment (think hybrid or remote))
• Process or System Change  

Even if a change is viewed as a positive change, the employee will still have experiences during these phases (perhaps, even similar to Imposter Phenomenon).

As leaders, we should be very mindful of the temperature of our organizations (and subsets within organizations) as well as potential differences in roles or individuals.   Ideally, Change Management plans detail out the steps to move from current state to future state – but Transition plans are needed to measure and be aware of the human impact and how we lead and coach employees through change. 

Top tips for leading through Transition

Communicate clearly using multiple methods (meetings, email, detailed slide provision (note: HR and legal requirements must be adhered to for organizational restructuring)

• Be as transparent as you are able to be
• Ask and listen to employees –> Hear their concerns
• Assess where your team may be on the change curve; assess with other leaders the overall impact to your team, department or organization
• Offer Training and Resources to help guide learners at all levels

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Mindful Moments

Mindfulness in Nature – Channeling the Season’s Energy (Northern Hemisphere)

Currently, the Southern Hemisphere (renewal and excitement of spring), but here in the Northern Hemisphere, we begin to see the signs of autumn.

According to Nicola Chantler, autumn is about “rooting yourself in what matters and looking forward to a new rhythm” in Channeling the Season’s Energy (pg 16). She reminds us that even though our lives are busy with many competing activities, autumn in nature’s way of telling us to slow down.   

The teachings of Ayurveda (an ancient Indian holistic focus on well-being), autumn in the time for transition and change.  We can see it in the leaves, the air and feel it in our souls.    Ayurveda teaches us that we are composed of five essential elements (fire, water, earth, space and air).

These create our dosha:

• Those with fire as dominance = pittal
• Those with water and earth = kaphal
• Those with air and space = vata

Although our primary dosha (or what makes us who we are) does not change, it’s balance will. Chantler says when our vata is in balance – we find ourselves more creative.  And autumn, is typically a time of vata. 

You know that urge for warm, spicy home cooked foods or pumpkin foam lattes?  That’s autumn’s impact on us. Autumn is a time to reflect upon our year. 

Take the time to listen to your soul, reflect on your accomplishments, or consider if change is needed. Allow yourself the time to slow down, reflect, journal or other ways you care for yourself. 

This is an amazing article with so much richness.  Please check it out!