What a difference a word can make
All of our work at Think Change is based around change; be this at an individual, team or organisation level. In particular it is about making change more effective, sustainable and positive than the current track record.
Amongst the change models we frequently refer to are the Change Curve based on the work of Kubler Ross and the Transtheoretical Model (TTM) devised by Prochaska & DiClemente. Obviously both of these need to be adapted for usage in a work context but they have both proved to be very valuable.
The Change Curve helps people understand our typical reaction to externally mediated change and can help us to plan, lead, manage and embed change more effectively whilst TTM gives individuals a roadmap for making deliberate personal changes.
We underpin these models with the neuroscience of how the brain processes change and why, generally speaking, it is inclined to resist change for both structural and emotional reasons.
In the context of leading/managing others through change the topic of ‘resistance to change’ often comes up; but in discussions about this most people arrive at the conclusion that ‘resistance’ to change is actually a manifestation of anxiety about change. And how, as managers and leaders, we respond to anxiety tends to be radically different to how we might address resistance. Neuroscience in also helping us to understand ‘the anxious brain’ and identify real, tangible steps that we can build into our change management systems, processes, communications etc. to help make change a more positive and successful experience for all concerned.