If I had to pinpoint a key aspect I’ve consistently asked to bring to the companies I’ve worked with, it would be the theme of discontinuity and change. While the degree of change may vary, the management of it has been a constant thread throughout my career.
The fear of the unknown
At first glance, change is often met with suspicion, if not outright fear. This reaction stems from well established mental models that lead many people to view diversity—regardless of its context—as a potential hurdle.
However, when we take a closer look, we realize that not everyone reacts to change in the same way.
The actors in the narrative
Numerous studies delve into this subject, developing models that categorize the roles employees adopt when faced with various types of discontinuity.
So, how do individuals navigate the change process? Let’s break it down, keeping in mind that not all of these groups are present at the same time:
The game changers
You’ll often find individuals who are eager to instigate change. This group is one that every manager dreams of, though they don’t always appear. They don’t simply adapt to changes in their work or mindset; they proactively generate ideas and foster innovation. While they are a crucial driving force, it’s important to slow them occasionally to prevent them from creating gaps within the team. In leading an organization, aligning everyone is key, and even the best intentions can lead to chaos if one person races too much ahead. They start the avalanche of change.
The early followers
This group readily embraces change. They may not be the fastest innovators, but they are often the first to advocate for the “new.” Their experience with change makes them valuable sounding boards for its positive aspects, and they can help bring the more reluctant employees on board. They give the avalanche speed.
The smart followers
These employees come on board early in the process but are a bit more cautious. They require positive motivation to join the journey, and they tend to follow others who have tested the waters. Though they like to assess the risks, they are willing to take a chance. They play an essential role in building momentum once change begins to take hold. They bring mass to the avalanche.
The cautious majority
Typically, this group tends to be the most hesitant, needing to see successful outcomes before they feel comfortable participating. They often represent the majority within an organization, but that doesn’t mean they join in with enthusiasm. However, effective engagement of the earlier groups can help minimize the impact of this cautious majority. They get included in the avalanche increasing the mass and speed.
The adversaries
Adversaries are a reality in any change process. They often resist changing the status quo and aren’t necessarily on board with new ideas. Yet, with careful planning, they can be transformed into a minority. Encountering them isn’t a failure; the key lies in managing their concerns appropriately.
