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Stage |
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Sounds Like |
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Feels Like |
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Looks Like |
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Stage 1:
Disbelief |
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“Surely they are not taking this seriously.”
It will never happen.”
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Minor uncertainty |
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Some staff members are more “tuned in” to the idea than others. Some staff completely unaware. |
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Stage 2:
Blind opposition |
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“This is going to be horrible!”
Why would we ever want to do this?”
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Considerable uncertainty. |
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Increased potential for rumors. Staff members look to “opinion leaders” in the group in the absence of strong internal communication. |
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Stage 3:
What does it mean for me? |
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“Am I going to have a job?”
What if they move the whole building to “X” town?
Who will be my boss?”
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Individual insecurity about position.
Perceived need to “jockey” for positions.
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Lots of speculation about what new leadership will look like. |
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Stage 4:
Optimistic planning
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“Hey, this might not be so bad after all.”
We could work together and create something even better than what we had before.”
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Some skepticism, but new hope for the future.
Heightened curiosity about how the “other” district has been doing things.
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Considerable amount of time devoted to internal staff meetings to build relationships and internal capacity. |
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Stage 5:
Second guessing
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“This is harder than I thought it would be.”
If it weren’t for the reorganization…!”
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Change. Change. Change. |
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All changes (whether related or not) are blamed on the reorganization. |
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Stage 6:
Establishment of a new culture
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“As crazy as it has been, I am beginning to think that this might work.”
I can honestly say that I have seen some benefits.”
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Sense of hope restored.
Belief that the change can/has brought about positive results.
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New norms, shared values and beliefs.
Healthy, positive relationships.
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Source: Dr. Dean Meier/Beth Strike, AEA 267 |
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