If I had to identify one of the salient traits that I wanted to bring to almost the companies I worked with, it is that of discontinuity and change.
Not for the “sake of changing” but because most of the times when I was called for my new duty was either for making a change happen or because a new “context” was starting and someone to make it happen was needed. Is my personal story and not all of us experience this.
Generally, at first glance, change is, if not really feared, at least looked at suspiciously: this is due to our mental models which in many people (but not all) make us see the different as a possible obstacle.
Change is there and some of the time cannot be avoided, so why not taking it for a ride? Because, however, a more careful observation allows us to better define that, in reality, we do not all react to change in the same way.
Numerous studies address this topic, with a particular emphasis on the various roles our collaborators can assume when confronted with any type of discontinuity. Our reactions to such scenarios vary, and understanding the nature of individuals within our circle helps mitigate risks associated with unforeseen approaches and responses.
Roger’s change model (one of those describing the players in this game) has identified six different phases (or ways) with which people can approach the change process, let’s try to analyse them.
Innovators: people eager to change
This set of people embodies what every manager aspires to have. Instead of merely adapting to changes in work methods and mindset, they proactively anticipate and initiate them. Undoubtedly an invaluable driving force, they may need occasional guidance to ensure adherence to established protocols, as their inclination is to move swiftly. Remember to value them but not to leave them completely free otherwise you will experience a “never ending story”.
First adopters: those who go as soon as possible
This group of individuals may not consistently initiate innovation, but they are quick to adopt and adapt to change when it arises. They serve as a valuable sounding board for embracing the positive aspects of innovation, and their familiarity with its challenges makes them more tolerant of any adverse effects. Maybe not the daring ones but for sure a good set of players to have.
Early majority (those who become part of the avalanche relatively early)
Interesting type of people not to shy but who, when seeing the avalanche starting try to ride it. They are individuals who follow the First Adopters and, compared to the cautious, exhibit the least amount of hesitation. They require a positive incentive to initiate, yet they are also the first to embrace and reinforce the change. Be sure that you keep them motivated since they are needed to onboard rest of the team.
Late majority (those who adapt slowly and cautiously)
The majority of individuals in our companeis are generally cautious and prefer to ensure that things are progressing smoothly before becoming involved. This should not be interpreted as unwillingness on their part, as a well-executed job in preceding areas can help alleviate such concerns. Be sure to monitor them that for the sake of being cautious they do not become an obstacle.
Detractors (those who resist change)
There exist and will always exist individuals who, regrettably, are the ones upon whom alterations to the existing state of affairs must often be enforced rather than embraced. Nevertheless, with careful consideration of the course of action, it is feasible to genuinely diminish their influence, since if the “avalanche” is big enough they will be marginalised. The way forward for them is to “dilute and exit” so that they do not constitute a critical mass.
