Most significant change is seen as loss. Our roles and responsibilities, the work group we’re part of, those we interact with, our work space – are all part of our identity. When change disrupts these things, it affects what gives us our identity at work.
William Bridges in Surviving Corporate Transition identifies six kinds of loss that can be associated with organizational change.
- Loss of attachments – connectedness like group membership and specific relationships – peer and hierarchical
- Loss of turf – physical territories as well as territories defined by expertise
- Loss of structure – patterns of activity, authority, schedules, policies, deadlines, physical arrangements
- Loss of future – the loss of the “present” that we believe will lead to an acceptable or desirable “future”
- Loss of meaning – loss of attachment, turf, structure, and future all contribute to loss of meaning
- Loss of control – disruption of those things we believe we control – time, tasks, technology, resources, etc.
This is the point in the effort that change becomes starkly real and some people get very anxious. Remembering that the experience of change is individual and understanding the kinds of loss people may be experiencing will help you address lingering denial and resistance.