Responding to Change: A Guide for Local Government Officers

Change is an inevitable part of life, and it is especially prevalent in the dynamic environment of local government. As a local government officer who manages people and seeks to develop as a coach, understanding how to respond to change effectively is crucial. In this blog post, we will explore three prominent theories on change management: John Kotter's Eight-Step Approach, Elisabeth Kübler-Ross's Grief Model, and John Fisher's Transition Curve. We will summarise what each theory states and discuss how they can be applied to your role.

John Kotter: Eight-Step Approach

John Kotter, a renowned change management expert, developed the Eight-Step Approach to help organisations navigate through change. The eight steps are:

1. Create a sense of urgency – Highlight the importance of change and the potential consequences of not changing.

2. Build a guiding coalition – Form a group of influential people who support the change.

3. Form a strategic vision and initiatives – Develop a clear vision and actionable steps to achieve it.

4. Enlist a volunteer army – Encourage employees to participate and support the change.

5. Enable action by removing barriers – Identify and eliminate obstacles that hinder progress.

6. Generate short-term wins – Achieve small, quick victories to build momentum.

7. Sustain acceleration – Maintain the progress and continue to drive change.

8. Institute change – Embed the change into the organisational culture.

Practical Application

As a local government officer, you can apply Kotter's Eight-Step Approach by first creating a sense of urgency around the need for change. This could involve communicating the benefits of the change and the risks of maintaining the status quo. Building a coalition of key stakeholders, such as department heads and community leaders, can help garner support for the change.

Developing a clear vision and actionable steps will provide direction and purpose. Encouraging employees to volunteer and participate in the change process will foster a sense of ownership and commitment. Identifying and removing barriers, such as outdated policies or resistance to change, will enable progress. Celebrating short-term wins will boost morale and sustain momentum. Finally, embedding the change into the organisational culture will ensure its longevity.

“Change is the law of life. And those who look only to the past or present are certain to miss the future.” – John F. Kennedy

Elisabeth Kübler-Ross: The Grief Model

Elisabeth Kübler-Ross, a Swiss-American psychiatrist, introduced the Grief Model, which outlines the five stages of grief experienced during significant change or loss. The stages are:

1. Denial – Refusing to accept the reality of the change.

2. Anger – Feeling frustrated and helpless about the change.

3. Bargaining – Attempting to negotiate or delay the change.

4. Depression – Experiencing sadness and despair about the change.

5. Acceptance – Coming to terms with the change and moving forward.

Practical Application

As a local government officer, recognising that employees may experience these stages of grief during change is essential. Providing support and understanding during each stage can help employees navigate through the process.

• During denial, clear and consistent communication about the change can help employees understand its necessity.

• During anger, allowing employees to express their frustrations and providing reassurance can alleviate their concerns.

• During bargaining, listening to employees' suggestions and addressing their fears can foster cooperation.

• During depression, offering emotional support and resources can help employees cope.

• During acceptance, encouraging employees to embrace the change and highlighting its benefits can facilitate a smooth transition.

“The only way to make sense out of change is to plunge into it, move with it, and join the dance.” – Alan Watts

John Fisher: The Transition Curve

John Fisher, a British psychologist, developed the Transition Curve to illustrate the emotional journey individuals undergo during change. The curve includes the following stages:

1. Anxiety – Feeling apprehensive about the change.

2. Happiness – Initial excitement about the change.

3. Fear – Realising the challenges and uncertainties of the change.

4. Threat – Feeling overwhelmed by the change.

5. Guilt – Regretting past actions or decisions.

6. Depression – Experiencing a low point emotionally.

7. Gradual acceptance – Slowly coming to terms with the change.

8. Moving forward – Embracing the change and looking ahead.

Practical Application

Understanding the emotional journey employees may experience during change can help you provide appropriate support:

• During anxiety, offer reassurance and address concerns.

• During happiness, celebrate the initial excitement and encourage positive attitudes.

• During fear and threat, provide clear information and resources to help employees navigate challenges.

• During guilt and depression, offer emotional support and counselling.

• During gradual acceptance, encourage employees to embrace the change and highlight its benefits.

• During moving forward, recognise and celebrate progress to reinforce positive attitudes.

“Change is hard at first, messy in the middle, and gorgeous at the end.” – Robin Sharma

Conclusion

Responding to change effectively is crucial for local government officers who manage people and seek to develop as coaches. By understanding and applying:

• Kotter’s structured steps,

• Kübler-Ross’s emotional stages, and

• Fisher’s nuanced transition curve,

you can navigate through change and support your employees in the process. Embracing change and fostering a positive attitude towards it will not only benefit your organisation but also contribute to your growth as a coach.