Transformational leaders play a vital role in transforming and revitalising organisations. They must overcome resistance to change which can usually be identified as being in one of four discrete stages;
Stage 1: Shock
People may experience impending change as a threat. They shut down thinking and as many systems as possible (just as in physiological shock). People need warm blankets and rest, that is, time to recover, emotional support, information and the opportunity to gather with others. Productivity is often low though it will recover as they are helped through the stages. People cannot think and do not remember.
What the leader should do:
Help people to look for common ground in shock, build support networks and give information again and again. Managers should give visible support. Provide safety, that is, clear organisational expectations, reward systems, support systems and available resources.
Stage 2: Defensive retreat
Holding on and attempting to maintain old ways. A great deal of anger, refusal to let go of the past. People and organisations can get stuck here or recycle back to Stage 1 as each element of change is introduced, discussed, planned forand movement sought.
What the leader should do:
Help people identify what they are holding on to, and then how to maintain it in the new situation or how to let it go. Identify areas of stability: things that are not changing. Give information continually and consistently. Communicate, communicate and communicate! Provide safety in response to discomfort with risk taking.
Stage 3: Acknowledgement
This stage may be characterised by sadness and a sense of grief over loss. Letting go, beginning to see the value of what is coming and looking for ways to make it work by considering the pros and cons. Taking the opportunity to explore new ways to look at things and to do things. This stage can lead to high energy if managed well.
What the leader should do:
Involve people in exploring options and planning through the use of a careful decision making process as a structure/support. Encourage and support risk taking by pointing out ways that the organisation will support it. Emphasise that everyone is learning.
Stage 4: Adaptation and Change
What is coming has arrived. Ready to establish new routines and to help others. Risk taking comes into full bloom at this stage relative to changing methods,products, whatever is called for.
What the leader should do:
Implement plans. Encourage and support risk taking using the supports and structures developed in Stage 3. Establish feedback loops so that information travels in all directions, new learning occurs and mid-course corrections can be made when necessary.
