about this areaThe Theory area contains articles and essays that address the various models used to describe Human Capital Sustainability (HCS).
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the emotions of changePaul Kordis, October 2008 Each wave, and the transition between them, is characterized by fairly predictable emotions. In the same way every separate section of a wave can also be identified and defined by the emotions people typically feel when they are on that particular part of the wave. The parts of the wave that have received the most attention, and, therefore, are better and more simply characterized, are the discovery trough and the recovery trough.
The emotional stages of the recovery trough were articulated in the last century by Dr. Elizabeth Kubler-Ross (1970) as she observed the process of grieving experienced by the terminally ill. These stages generally occur in sequence and are shock, denial, anger, bargaining, grief, and finally acceptance. And, although they can reoccur and do not always follow the predicted pattern, they can be generalized to any significant change that is imposed on a person or group by the external environment, even positive ones such as winning the lottery. Therefore, any environmentally imposed change of significant magnitude can be expected to elicit the same emotional pattern. (I have altered the original nomenclature slightly by replacing the terms “testing” and “immobilization.”) The degree to which people will experience the emotions of the recovery trough is largely determined by the degree of change that is imposed and how far down the wave one has traveled before embracing the change process. In general, the further down the wave one is before deciding to change, the more difficult and painful the process will be and the more lag one will experience in getting up to speed with the new wave. The discovery trough is also well documented and is characterized by self-directed rather than by environmentally-directed change. The stages include uninformed or naive optimism, informed pessimism, hopeful realism, and completion ( a state of acceptance and performance also found at the end of the grief cycle articulated earlier). Like the previous stages, these generally follow in sequence. [The emotions of the discovery trough are frequently attributed to D. R. Conner (1992). However, Dudley Lynch and I found the original author of these terms in a much older text and used them in a slightly altered form in our first collaboration (Lynch & Kordis, 1988). Since that time I have lost the reference to the original author. If you know who it is, please forward the information so that they may receive an appropriate attribution.] Although the emotional stages of the discovery trough and the recovery trough have been well established, the emotions of the flow state and those found at the top of the wave have received far less attention. This may be, in part, due to the fact that the flow state and the first half of the top of the wave are very productive and require little extra input of resources. In other words, things in these regions are going pretty well so why worry about them? However, they play an important role in showing how resistance to change occurs and in revealing the dynamics between those attempting to implement change and those attempting to maintain the status quo.
As one can see, there is less precision regarding the emotions of the flow state than there is in the discovery and recovery troughs. With further research these emotions may collapse into simpler categories. However, for now it is sufficient to say that the emotions in the above figure are general attributes and seem to flow from the bottom to the top as one moves up the flow state to the sweet spot on the wave. As one can also readily observe there are some laudable emotions and others that may not be as productive. In general, though, these emotions demonstrate:
Because of the overall positive nature of these emotions it is easy to understand why one would be reluctant to embark on a major change effort when on this part of the wave. After all, just when things have really come together and are moving strongly and rather effortlessly in a positive direction someone has the gall to say things need to change! Really! The very idea! And the very idea is, of course, repulsive. Historically people have had plenty of time to accept, acclimate to, and accommodate major changes. Historically people had already seen the status quo lose its vitality and become decrepit before they had to change to something entirely different. And when they finally did, the change had already been tried and perfected. All one had to do was to adopt the new method or artifact or relationship. It had all been worked out before by someone else on the leading edge of the change effort. But now, the need to change comes just when the current system has finally reached perfection. And to top it off the need to change is not exactly clear. That is, the specific change has yet to be clarified and it is still uncertain as to how exactly the change will be accomplished. So this brings us to the emotions one would likely experience at the top of the wave. And these emotions will almost entirely be predicated on whether or not the change effort is a coordinated and collaborative one.
The top of the wave is the place where one attempts to squeeze every last drop of benefit out of the old process. That is, if one realizes that a needed change is imminent. And this squeezing is necessary if one wishes to have all of the resources one can muster to support a change effort that, as noted earlier, will require more resources while delivering fewer results. If all the relevant people are on board with the new change and they are committed to helping each other achieve it, then the emotions will most likely be positive and even the emotions in the commensurate discovery trough will be less stressful. Therefore, the emotions people are most likely to experience on top of the wave when they are in a coordinated effort are:
However, if the change effort is not accepted or supported by those maintaining the status quo then the top of the wave must be divided into halves in order to do a proper analysis. These halves are called pre-crest and post-crest and are characterized by a moment at the top of the wave when no amount of extra resources will prevent the results from falling.
On the pre-crest portion of the wave the following emotions are what people will most likely experience:
On the post-quest portion of the wave the emotions turn noticeably more sour. Once one realizes that more of the same, or more of the same harder, will not achieve the necessary results the walls begin to close in and one will likely experience an “Oh, *&%$^!!!” moment followed by:
Once the above emotions have played out the following emotions are likely:
There are many things that need to be done in order to fully enroll everyone who needs to be involved in a major change. However, the emotional and behavioral consequence of not doing so can be disastrous. It is far better to take the time up front to do the necessary work even if it initially delays the change process. Otherwise, the cost of the ensuing foot dragging, sabotage, and emotional pain will become evident in the form of delay, poor implementation, cost overruns, and team-family-community dysfunction. In fact, if one cannot build the appropriate involvement and support for a needed change it may be better to wait until the status quo fails miserably – forcing everyone to see the need to change and to support its implementation. Unfortunately, this creates an often untenable lag in avoiding the problems created by not changing in time and-or catching up with those who early on saw the need to change and took up the challenge at the appropriate time. Also see (Diamond, 2004; Frank, 2004, 2008; J. K. Galbraith, 2008; P. W. Galbraith, 2006; Janis, 1982; Jaques, Gibson, & Isaac, 1978; Niebuhr, 2008; Pareto, 1991; Phillips, 2008; Sachs, 2005, 2008). referencesConner, D. R. (1992). Managing at the speed of change: How resilient managers succeed and prosper where others fail. New York: Villard Books. Diamond, J. (2004). Collapse: How societies choose to fail or succeed. New York: Viking. Frank, T. (2004). What's the matter with Kansas?: How conservatives won the heart of America. New York: Metropolitan Books. Frank, T. (2008). The wrecking crew: How conservatives rule. New York: Metropolitan Books. Galbraith, J. K. (2008). The predator state: How conservatives abandoned the free market and why liberals should too. New York: Free Press. Galbraith, P. W. (2006). The end of Iraq: How American incompetence created a war without end. New York: Simon & Schuster. Janis, I. L. (1982). Groupthink: Psychological studies of policy decisions and fiascoes (2nd ed.). Boston: Houghton Mifflin Company. Jaques, E., Gibson, R. O., & Isaac, D. J. (Eds.). (1978). Levels of abstraction in logic and human action. London: Heinemann. Kubler-Ross, E. (1970). On death and dying. London: Tavistock Publications Limited. Lynch, D., & Kordis, P. L. (1988). Strategy of the dolphin: Scoring a win in a chaotic world. New York: William Morrow and Company, Inc. Niebuhr, R. (2008). The irony of American history. Chicago: University of Chicago Press. Pareto, V. (1991). The rise and fall of elites: An application of theoretical sociology. Piscataway, New Jersey: Transaction Publishers. Phillips, K. (2008). Bad money: Reckless finance, failed politics, and the global crisis of American capitalism. New York: Viking. Sachs, J. D. (2005). The end of poverty: Economic possibilities for our time. New York: The Penguin Press. Sachs, J. D. (2008). Common Wealth: Economics for a Crowded Planet. New York: The Penguin Press. Respond to this topic. Next topic: Normalism |
founderPaul L. Kordis, PhD advisorsJames H. Banning, PhD Gary Geroy, PhD Ed Goodman, P.E., MSCE Bruce Hall, PhD M.L. Johnson, EdD, PhD David T. Moran, PhD Beverly Title, PhD
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