The Roles People Play in Change
Changing the status quo is difficult. Not all the impacts of a given change are predictable or can be prepared for, and this causes people to feel as if they are losing control. Change isn’t only about the world around us; it is also about how people respond to it.
It may seem obvious, but people react to change in different ways. Even the best-planned changes are unlikely to receive immediate agreement from everyone.
Listed below, in the form of personality archetypes, are a number of different approaches:
Advocates:
When change comes, the Advocates are enthusiastic about it. They understand why the change is necessary, they look forward to the results, and they cannot wait to get the implementation started. Team players at heart, Advocates will put in the extra effort to reframe the changes to help their colleagues get on-board with the process.
Management loves Advocates, because they drive initiatives forward. The best thing to do with an Advocate is to support their advocacy; give them a platform from which to voice their support, provide them with extra materials so they can answer questions from their less enthused coworkers, and consider including them in the planning and implementation processes.
Victims:
Victims feel powerless and/or overwhelmed in the face of change. They are often so anxious about the potential negative impacts that they struggle to see the positives.
Their approach is caused by an emotional response and is best handled with empathy and support. Take time to properly and clearly answer all of their questions and involve them in the implementation so they feel they can feel like they still have some control over the outcomes. You could also pair them up with an Advocate, who will naturally take the time to answer questions and clarify matters. The intent is to help the Victim shift their mindset from victimhood to active participation.
Bystanders:
Bystanders are generally neutral on change, more inclined to wait and see how changes pan out before taking a stance and speaking up. Regardless of their neutrality, they probably have thoughts and questions, and they just aren’t saying anything out loud.
To get a Bystander to take an active stance, seek their input. Sit down with them and explain the details of how the changes will affect them and their work. Focus on any impacts they may not already see. This is also helpful because the Bystander will likely have noticed some impacts that you haven’t accounted for.
Critics:
Where none in the previous three groups will actively oppose or detract from change, the Critics will. They will question everything at every step, from the validity of the change to its planning, implementation, cost, impacts, etcetera. Similarly to Victims, Critics generally only see the negatives.
Management fears a Critic, because they know that this person is prepared to tear everything apart at the seams in the name of getting a satisfactory answer. Critics are best handled by taking their criticism on board and using it constructively. Openly and transparently address their concerns, and if you cannot find solutions on your own, involve them in the planning process because they likely have a few ideas already.
Criticism is often viewed negatively, and it can be a hindrance, but it is also useful for securing risk management. If you can deliver a change that even the Critics will accept, it means you have a resilient plan with minimal risk attached to it.
Every team member deserves to have a say, and in having a say they play different roles in the process, each just as important as the last.
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