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LWC blog post: Emotional phases

Emotions in the course of a change

Estimated reading time 8 min
What emotions are there and how do you deal with them?

In line with our recently published blog posts on the topic of fundamental changes in companies (‘Success factors of a company transformation’ & ‘Quick check: dimensions of a transformation’), today we are looking at the emotional phases that employees typically go through during a change in the company and which measures help to support them in the best possible way.

Changes in the company

Today's VUCA world is characterised by change. This is also reflected in companies whose aim is to be as well-positioned as possible for the market. Many of the change processes initiated internally have a major impact on the entire company.

Examples of this are:

  • Realignment of the corporate strategy
  • Optimisation and digitalisation of business processes
  • Restructuring of departments and teams
  • Introduction of an agile framework

Phases of change: Company

Basically, every company change project can be divided into 3 phases according to Kurt Lewin's simple model:

Loosen - Move - Consolidate

  • 01

    In the loosen phase, the aim is to prepare the company for the change. All members of the organisation are informed about the planned changes and informed about the process and objectives. The balance and the current state of the organisation are loosened up.

  • 02

    The direct change then takes place in the move phase. By implementing concrete measures, new behavioural patterns are made possible and the company continues to develop in the direction of the desired state.

  • 03

    In the third phase, consolidation, the change is integrated into the company's operations in a sustainable manner. The new structures are stabilised and introduced into the company as a new standard.

Phases of change: Employees

But what phases do employees go through who are not only fundamentally affected by the change, but who also play a decisive role in the operational implementation and success of the project?

Roth assumes that organisational members generally go through similar emotions when a major, abrupt change is imminent in the company. His model comprises 7 phases.

How long and how intensively employees go through each phase varies from individual to individual. Regressions to earlier phases are also possible.

These emotional states have an influence on the productivity of their work, both in a negative and positive sense. In order to guide employees through the change process and offer them the necessary support, it helps to understand the emotions they are experiencing.

Phases of change: Employees

Phase 1: Foreshadowing

Rumours often arise at the beginning of a change project. Employees begin to sense a change and experience a loss of control over what they have been used to. The main emotion of employees in this phase is ‘worry’.

Phase 2: Shock

After an official announcement by the management, those affected often go into shock. They do not yet recognise the meaning behind the changes and are afraid of the consequences. Processing this information leads to a drop in productivity among employees.

Phase 3: Defence

Once the initial shock has been overcome, there is often a defence reaction. By increasing productivity, employees want to show that the tried-and-tested approaches work and that change is not necessary.

Phase 4: Rational acceptance

Gradually, the need for change is accepted on a rational level. However, there is a decline in productivity as employees remain frustrated on an emotional level.

Phase 5: Emotional acceptance

In order to really accept the change emotionally, employees must first go through the ‘valley of tears’ in the next step. The predominant emotion is now ‘sadness’, which leads to a low level of performance among employees.

Phase 6: Opening

Employees begin to open up to the change. They are curious and actively participate in the change. Productivity increases again.

Phase 7: Integration

The final phase occurs while the changes are being integrated and stabilised in the company. The employees have accepted the change on a rational and emotional level and can return to their old level of performance. Productivity can now increase as employees have (re)gained confidence in themselves and the optimisations.

Requirements for managers

The illustration of the seven phases makes it clear that the emotional reaction of employees can lead to a loss of productivity. It can take some time for the individual's performance level to return to its initial level.

Especially in these times of uncertainty, it is important to provide employees with a strong leader. Firstly, it is important that managers are aware of possible emotions and take these into account during the course of the change.

It is also important to understand that top management and middle management sometimes actively initiate change, but in any case learn about it at an early stage. They therefore go through the emotional curve at a later stage than their employees. Managers must therefore not view the change and the appropriate reaction from their emotional state, but must respond to the emotional state of their employees and take this into account.

Phases of change: Employees

Employee resistance can also be categorised more easily with this knowledge. Resistance from employees is often seen as a reason for failed change in a company, which is why it is important in the first step to listen to employees, pick them up on their emotional state, allay their fears and create enthusiasm for the change. In addition to these basic principles, other change management methods can help to shorten the seven phases. In the following, we have described in more detail some specific measures that support the successful organisation of change and reduce the negative swings of the emotional curve:

  • Icon Supporting guide

    Supporting guide

    Management should be 100% behind the change project, support employees and set a good example. In addition, agile leadership styles, e.g. servant leadership, help to steer the company through a change. (Management workshop)

  • Icon Inspiring image of the future

    Inspiring image of the future

    The reason for the change should be communicated to employees. Showing a positive vision of the future then helps to make the added value of the change tangible and to generate enthusiasm. (Vision and strategy development)

  • Icon Two-way communication

    Two-way communication

    A well thought-out communication concept is required for a successful change process. Employees should not only be kept regularly informed, but should also be given the opportunity to ask questions. In addition, dialogue should be actively sought with those affected.

  • Icon Structural security

    Structural security

    At the beginning of the change process, the company needs defined goals and clearly defined processes (e.g. balance-scored card, OKR, SMART goals). A change roadmap can also provide orientation and support. (Agile methods & ways of working)

  • Icon Early participation

    Early participation

    Employees should be involved in the change process as early as possible. Active participation can make employees more open to change and thus reduce uncertainty. This can be reinforced through the use of incentives.

  • Icon Methodological skills

    Methodological skills

    Employees can only accept the changes if they have the necessary qualifications to deal with them. Employees should be sufficiently empowered for this, for example through training, coaching or workshops.

  • Icon Visualised progress

    Visualised progress

    By actively making successes visible, you encourage employees to have the courage to accept the change. This gives them more confidence in the new processes and makes them more willing to apply them in their working environment.

  • Sustainable anchoring

    Sustainable anchoring

    In order to establish the change sustainably in the company, it is important to anchor it in the corporate culture. In addition to routines, a practised feedback culture also ensures that long-term and coherent improvements are possible. (Professional feedback)

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Sonja Neubauer - LEITWERK Consulting
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Source References:

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