Reactions to the announcement of change are highly individual. Some see it as opportunity. Many see it as loss and the sense of loss is accompanied by a range of emotions. However, the psychological and emotional issues of change do not remain fixed or static. They change as the change effort moves from phase to phase. Further, they differ by perspective in the organization.
For example, the sponsor is concerned with mobilizing the change effort. She or he has questions like:
- Is my vision clear and compelling?
- Are we ready to do this?
- How can I develop urgency about the change?
- Who can I count on for support?
Middle managers are concerned with the impact of change on their organizations and their people. They have questions like:
- What will this mean for my organization and the people and resources I’m responsible for?
- Will I still be needed?
Individual contributors are concerned with personal safety and future. They have questions like:
- What will this mean for my job?
- Will I survive the change?
- What’s in this for me?
In order to successfully manage people through a change effort from beginning to end, it is useful to understand the kind of psychological and emotional issues they are likely to experience from their vantage point in the organization. If you understand their issues, you will be more effective in choosing tools and approaches for addressing them and help people move through them successfully.