If people just understood what we were doing -- if they had enough information -- then we wouldn't have all these "change problems."

One of the most common misconceptions about change is that if people just had enough information -- the right information -- there wouldn't be any trouble and the change would go smoothly.

Information, however, is clearly not the only issue. It is only part of the issue. The larger issue is the impact of that information on people -- on what they do, who they are and what's going to happen to them. The interplay between information and people is called the "dynamic" of change."

To understand the dynamic of change, think of the letter "N."

"N" represents where an organization is at any point in time. Thus "N" can stand for "Now," "Normal," "Neutral" -- even "Nervous" or "Not Now." Organizations tend to view change as a process of moving from "N" to plus 1.

"Plus 1" represents the organization's plan or strategy for dealing with the issues at N. Sometimes this Plus 1 plan is presented in the positive terms of growth and renewal; other times, in less positive terms such as, "We have to do this -- or else!"

Typically, the people in the organization do not initially support the plan -- at least to the extent that the organization would like. They're not necessarily against it; they're just cautious. Unfortunately, the organization often reads this measured response as lack of buy-in, or worse, as a bad attitude or lack of loyalty.

What the organization fails to understand is that people -- human beings -- do not respond to change, initially, as a process of moving toward Plus 1. Rather, they respond by, in effect, being knocked back a square to "Minus 1."

Minus 1 does not mean that the people are necessarily negative about the plan. Minus 1 has more the meaning of "backwards." The change has the effect of knocking them "back a square," as in a board game.

The Key Word at Minus 1 is "Loss."

People see the change as a loss, or potential loss, of something which they value. Common losses include:

Security Identity Career Paths Trust

Competence Friendships Predictability The "Known"

Loyalty Self Worth Direction A Future

They ask:

• Will I have a job? What about my team?
  How does this effect our project?



• Who decided this? Do I have the skills?
  Did I do something wrong?



• What about our project? Will I have my same position?
  When will it be over?

Thus what we call the "dynamic" of successful change is to first address the Minus 1 and then, move on to deal with the Plus 1. Specifically, the strategy is to: Focus on the loss -- then move on to address the issues of Plus 1.

"Focusing on the Loss" is different from
"Dwelling on the Negative."

Think of it this way. Let's say you go to a doctor and report, "Doctor, I've got this sharp pain, right here, on my side, under my rib cage." To which the doctor replies, "Well, let's not dwell on the negative. How does your other side feel? How are your legs?" Is that what you want? Obviously not.

Dealing with people's reactions to change means to focus on their personal and organizational issues, concerns and losses. True, we don't want to dwell on them or wallow in them. But we must take the time to hear and legitimize them. When organizations make the effort to address these concerns, the result is a renewed sense of trust and commitment on the part of employees to move through the change.

What people want when they are thrown back
to Minus 1 is to be Heard.

They don't want someone to "fix" them. Rather, they want somebody to know what they are going through and to help them clarify their issues so they can begin to address them.

© Woodward Learning International, Inc.
Harry Woodward PhD
4905 13th Avenue South
Minneapolis, MN 55417
612-824-1410 Fax 612-822-6777
hlw@woodlearn.com
www.woodlearn.com