Managing Change In Challenging Times

The best, worst, and most mediocre changes can throw any of
us into a state of confusion. Weddings, funerals, layoffs, career
opportunities, buying a new home or watching it damaged by
wind or flood – the trigger of a change can cause stress,
disorientation, self-doubt, loss of productivity, re-emergence or
exaggeration of old weaknesses, overload and exhaustion.
We have all recently realized some level change of quality of
life and business performance due to Hurricanes Gustav and
Ike. During this time, many of you have played multiple roles
to support your organizations and associates. While we care
for them and our families, we need to take a step back and
remember that in our flurry of emergency response, we also
are undergoing these facts and feelings.

Back in 1991, I bought a book by William Bridges called
Managing Transitions: Making the Most of Change. (Hey,
it’s getting old, but I am, too, and it was well worth the reread.)
Bridges calls the cycle of transition between the change
itself and the new beginning a “neutral zone.” People must
travel through the neutral zone – and managers must help lead
them through the transition – into the new beginning. There is
one great advantage to the neutral zone period that must not
be overlooked; if properly managed and understood, it can be
the time of most opportunity, creative thought and problem
solving for individuals or organizations.

Coincidentally, just before Gustav, ASTD’s T & D magazine hit
my mailbox, featuring a cover on managing change and an
article Compact Risk: Controlling the Perils of Change by Merry
Lee Olsen. She cites the work of three experts on
organization: John Kotter, Pat Zigarmi and Judd Hoekstra, and
(voila’) William Bridges. Whereas they have some differences
in philosophy, they agree that leaders should keep those
affected by the state of change involved, help them understand
the need behind the change, and let them know their individual
and group feelings are understood.

Knowledge of change management enhances each of us as
professionals and, plain and simply, as people. I recommend
you review this article in T & D (national members will already
have received it and may also listen to it as a podcast at
www.astd.org/TD/TDpodcasts.htm.) Those not affiliated with
the National Society may purchase the article itself at this link:
http://store.astd.org/Default.aspx?tabid=143&action=ECDProd
uctDetails&args=19465
In our industry, we are not only affected by change, but we are
each change agents as well. You are tremendous assets to
your organizations and a credit to our vocations. It is an honor
to be in association with such caring and talented
professionals.

Thank you for your service,

Melissa Babcock Argrave