Death is a process of change, we leave this life for the unknown. Many will not agree with the word “unknown” which is perfectly understandable.
From the business point of view, there is a type of death that interests us, the slow death. Why? Because slow death, according to scientists who have studied and studied it, is a process composed of some phases that are similar to the changes implemented in business organizations. Let’s see;
Dr. Elisabeth Kübler – Ross, M.D., in the book “On Death & Dying” teaches us about the “Death” process and its phases that occur with terminally ill patients. Organizational changes do not deviate from this trajectory, according to experts who have compared them.
The first issue that stands out is the fact that in both cases it is a process, so if the manager wants to implement an organizational change, he must go through some phases before the company reaches a new level. Therefore, deployments are not fast. And why can’t they be quick? Because there are several factors that directly impact changes and are difficult to measure and resolve quickly.
In an example, let’s ask any minimally civilized citizen: – What should be done about the conflict in Ukraine x Russia? In one paragraph he will outline a peaceful and rapid change. But we live with other conflicts such as Israel and Palestine, the war in Syria, the war in Yemen, the war in South Sudan, the conflict in Iraq, the conflict in Afghanistan, the conflict in Ethiopia, Myanmar, Haiti, the war on Democratic Republic of Congo (in this conflict we have already passed the first million dead, but it is not news in the newspaper), we have other jihajist groups seeking to dominate different regions such as Mali, Niger, Burkina Faso, Somalia, Mozambique…. …And, we dare not mention economic conflicts. Conclusion:- The solution that was outlined in a paragraph for the war in Ukraine could take years, decades and who knows, centuries.
In another example, a manager decides to implement a change, for example, to replace the company’s traditional sales with B2B, or the manager receives the news that he has a type of terminal cancer. What will happen in these two processes (B2B and cancer)? From the previous paragraphs we already know that the processes will go through the same phases. Will it be simple? Not.
Let us remember Niccolò Machiavelli – 15 years after Brazil was discovered he wrote: “There is nothing more difficult to do, nothing more dangerous to conduct, or of more uncertain success than taking the initiative to introduce a new order of things, because the Innovation has enemies in all those who have done well under the old conditions, and less than enthusiastic defenders in those who could do well in the new order of things.” Wise and valid to this day.
Before we start the phases of change, it’s worth mentioning that change doesn’t fall from the sky! Does the manager get up in the morning and decide to make the change? No, he needs to know how to expose the new idea, the new project, people need to understand the new framework, where he wants to go and they need to “buy” the new model.
Suppose a patient with terminal cancer. He doesn’t get up on a sunny day in the morning and say: – Today, I have terminal cancer. What happens? The disease sets in slowly, he may not know it and when he finds out the picture is already installed. But for both the sick human being and the company, there will be the canapés phase before dinner is served.
In the company, it is common for the manager to say:-“I feel alone, I am surrounded by donkeys” This may be true, now, if nobody understands you, it is good to think a little.
Let’s go to the stages of Dr. Elisabeth Kübler, adapted to our business environment;
phase a. Numbness. Ohhhhh, people are amazed! Damn I have cancer! Solution:- Wait a minute guys, this change will be good for all of us. We must use communication and more communication to justify change.
phase b. Denial and Unbelief. People react, “I don’t believe it, why me?” Start of conflicts or confrontations. Omission or even coming to the point of sabotage:- “I, honestly, liked the old model better.” Solution: Communication, winning over employees. The manager sells change very well, he must believe in change. The phrase is:- “Let’s discuss what is catching on”. Let’s remember that we are not referring here to the untimely manager, the one who has an idea and wants to implement changes down the throat of the organization.
phase c. Insecurity and Emotion. The patient will need support. Those who will implement the change must be unrestrictedly supported by the managers, otherwise this change agent becomes a “piranha ox”, a “raffleball”. Solution: The manager delegates to the agent and does not renounce the new goals and objectives.
phase d. Acceptance and conformism. The patient is intelligent and realizes that he is heading towards the end. Employees “against” realize that there is nothing more that can be done and become depressed. Solution: The agent of change imposes a rallying cry. He reaches out to those who are falling behind. Look for examples of motivation. We are together. The great danger at this stage is that the manager needs quick results and begins to undermine the agent of change. And then, in an ear-to-toe conversation between the change agent and the manager, he says: -Obviously I support you, but….I need results. :-Let’s do the following, let’s change this and that, let’s cut this, let’s cut that. :-Okay?:- Turn around! Then, the agent asks: – And, the team? :-Well, the market is horrible, there is no job opportunity out there and most of the team will decide to stay, even if they don’t agree, go for it. And, the prophecy comes true, few are the “courageous”, after all it is easier to stay.
phase e. Adaptation and testing. The patient understands the equation, knows that there will be no other solution and decides to face the end of the film. Suppose a collaborator has decided to stay, what will he say? :- Well, since I stayed, how does this change really work? Here employees begin to take an interest in change. Solution: The manager and/or change agent become the “coaching”, and with each progress they implement a new challenge in the climb towards the established objective.
phase f. Search for meaning. The terminal patient begins to perceive new values in death. Here collaborators begin to create and contribute. Example, a contributor who learned a Java software language. Stop, think and conclude:- This can be improved. Solution: The creation of the Python language, one of the pearls we currently have in the software segment.
phase g. Internalization. The patient left for the “unknown”. And the collaborator concludes: – Well, it worked! The change has been implemented. Solution: The company is on another level. And, ready to change again.
A question that the manager must ask himself before initiating a change is: – Is the current situation of the company the best for the organization today and tomorrow? If the answer is: No. Start the stages above.
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