Introduction
Change is inevitable. But they can also be frightening. That's why it's crucial to pick people up at the right point along the way and take them with you.
But how do you find the right approach?
Today I would like to introduce you to Claes F. Janssen's 4-room model. This model provides helpful orientation. It distinguishes between four typical mindsets that people go through in change processes.
It is important to think about the following questions as a team:
First room
In the first room, the 'contentment' room, you appreciate the status quo. There is contentment and optimism, you feel comfortable in the current situation - according to the motto "it's okay."
What are the signs?
- Satisfaction and well-being are tangible
- The positive aspects of the status quo are emphasized
- No need for change is seen
- There is little interest in new ideas
- Critics of the status quo are met with resistance
What is needed?
- Education - demonstrating the benefits and necessity of change
- Success stories - highlighting added value with positive examples
- Exchange - promoting dialog and exchange in order to adopt different perspectives
Second room
The first signs of change, the feeling that "something is coming" or clear communication about upcoming changes can lead people into the second room "rejection".
What are the signs?
- Direct criticism and fundamental rejection
- the situation is ignored
- The status quo is being maintained at all costs
- Withdrawal and refusal to participate
- Focus on risk and negative consequences
What is needed?
- Transparency - clear, honest information about motives and goals. Explain the "why".
- Security - specific information on the impact of the change on your personal working day
- Appreciation - fears and concerns must be taken seriously
Third room
In the third room, we realize that change is coming or is already in the making. We are aware that there is no way around it. However, acceptance comes with great skepticism and there is "confusion".
What are the signs?
- Confusion and uncertainty about the future arise
- there is high emotional stress and tension
- Resistance and frustration become clear
- The feeling of being overwhelmed and helpless makes itself felt
- Potential conflicts and disputes become transparent
What is needed?
- Support - create offers of support (discussions, coaching, training, ...)
- Orientation - offering security through a clear timetable, structures and processes
- Participation - enabling co-determination and co-design
- Team spirit - strengthening team spirit and cooperation
Fourth room
In the fourth room, we begin to accept and embrace the change. Renewal" emerges and curiosity makes itself felt.
What are the signs?
- Creating acceptance and a positive attitude
- Participation and commitment come up
- Constructive criticism and suggestions for improvement are made
- Optimism and confidence that the change will bring positive things develops
What is needed?
- Recognition - recognizing and valuing commitment and participation
- Feedback - continuous feedback on what has already been achieved and where meaningful improvements can be made
- Anchoring - transferring into everyday working life, making the new the status quo
It is important never to forget this: Everyone has their own pace!
Change affects everyone differently. What is already accepted by some still causes skepticism or rejection in others.
It is therefore important to know the individual starting points. Depending on how much my own work is affected and how much time I have had to get used to it, I may be in a different room to my employees and colleagues.
Find the starting point to set the route!
As a manager and/or change driver, it is up to me to look and listen carefully. With empathy and patience, I manage to find the right keys to take everyone with me step by step. Successfully shaping change together!
Would you like to find out more? Then write to me, I look forward to the exchange.
Your Petra