MIGRATING THROUGH THE

CHANGE RESPONSE CYCLE

FROM COMFORT ZONE
TO COMFORT ZONE

NIGEL A.L. BROOKS

THE BUSINESS LEADERSHIP DEVELOPMENT CORPORATION

Article reprint
 MIGRATING THROUGH THE CHANGE RESPONSE CYCLE
FROM COMFORT ZONE TO COMFORT ZONE

Understanding the change response cycle is important for both those

initiating change and those affected by it. The cycle explains how
individuals move from their current comfort zone to their new as they
respond to and accept change. Individuals migrating through the cycle
may display passive-aggressive behavior with obstructiveness,
procrastination, and resentment, while openly supporting change
initiatives. Leaders must ensure that communication channels are open
and are bidirectional so as to provide support.

Both individuals and the managements of enterprises must understand

how people cope with change. In business, the only constant is change,
either by enacting or responding to it. Change affects all constituencies:
employees, customers, suppliers, investors, regulators, and competitors.

The change response cycle explains how individuals behave through four
phases: living in the comfort zone, resistance, anxiety, and acceptance; and
how they migrate from their current comfort zone to their adapted.

Change offers opportunity for some individuals; it causes crisis for others.

Living in the current comfort zone:

The current comfort zone is where individuals are in their normal

traditional state. The comfort zone defines their boundary for risk
tolerance, especially when situations appear to be out of control. To be
sustainable, enterprises and the individuals within them must stretch
beyond their comfort zones because the only certainty is uncertainty.

In the comfort zone, an individual feels as if they are in control and have a
certain degree of confidence. Their competence and commitment for tasks
is apparently tolerated by their leader, regardless of whether their
performance is satisfactory or unsatisfactory. A change in tolerance can
place an individual outside of their comfort zone.

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Resistance:

When change occurs, an individual responds with resistance because their

comfort zone has been upset. They have a fear of the unknown, and a lack
of understanding and trust because their current environment is being
disrupted. They attempt to push back. The immediate response is
immobilization - their performance is affected while they react
emotionally. Denial then sets in while they challenge facts and
information. They hope and assume that the change will occur elsewhere,
and will not affect them.

Anger sets in when what appears inevitable can no longer be denied.

Anger affects others in the environment. From anger comes frustration,
which leads to inconsistent behavior. Whereas an individual may publicly
support the change initiatives through both oral and written statements,
they may actually try to interfere with them through blame, complaints,
excuses, obstructiveness, procrastination, resentment, and sarcasm.

Anxiety:

Anxiety is a reaction to stress, and is a mood characterized by

apprehension in recognition of the imminent change. Anxiety can affect
both mental and physical conditions, especially the immune system. An
anxious individual attempts to preserve elements of normality, but can also
enter a state of depression. Depression is a reaction to the impact of
change.

Anxiety and depression enable an individual to prepare for the

consequences of change, both mentally and physically. Anxiety is the
turning point from which an individual migrates from resistance to
acceptance.

Acceptance:

Eventually an individual accepts the inevitable. Affected individuals

always want to know what's in it for them - the benefits and the incentives.
They develop an expectation for the future state and then require clarity as
to what it means for them. Clarity can be achieved though visualization
and information. If individuals can see the future state, they can clarify it
in their own minds. If they have information, they can analyze the data,
and determine the impact at their own pace. As they clarify the new state,
they can test it as a basis for preparing for the transition. Preparing for the
transition leads to acceptance, which is a time for renewal.

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Living in the adapted comfort zone:

As a consequence of change, an individual adapts to their new comfort

zone - the new normal state. They become familiar with their new
environment, and can regain control. Relief of knowing their situation sets
in, regardless of the consequences. It's up to the individual to build
confidence, competence, and commitment to take advantage of the new
opportunity or not as they see fit.

Management, and in particular the governance function, can ease

migration through the change response cycle by clearly communicating
the reasons, the potential outcomes, and the need for urgency when
necessary. They should communicate regularly through many channels,
encourage feedback, and ensure that access is not being blocked in either
direction.

Communication should be encouraged in leader/follower relationships

such that both parties talk and listen to each other. Leaders can provide
support to followers to ease the transition as smoothly as possible by
clarifying role, responsibility, and accountability in the new state.

Understanding the change response cycle is an enterpriship

(entrepreneurship, leadership, and management) competency.

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For more information...

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About Nigel A.L Brooks...

Nigel A.L Brooks is a management consultant to entrepreneurs, business

enterprise owners, executives, and managers, and the enterprises they
serve. He specializes in developing the entrepreneurial, leadership, and
managerial competencies that build sustainable advantage from vision to
value. He is an author and a frequent speaker.

He obtained his professional experience as a partner at Andersen

Consulting (now Accenture, Ltd.), as a vice president at Booz Allen
Hamilton, Inc. (now Booz and Company), as a senior vice president at the
American Express Company, as president of Javazona Cafes, Inc., and as
president of The Business Leadership Development Corporation. He has
been a contributing editor for the Bank Administration Institute magazine,
and has served on boards of entrepreneurial networks. He was educated at
the University of Exeter, Devon, United Kingdom.

His clients are in the financial services, food services, high-tech,

manufacturing and distribution, pharmaceuticals, oil and gas, professional
services, retail and wholesale, transportation, and government industries.

He has experience in North and Latin America, Europe and Asia-Pacific.

www.nigelalbrooks.com

About The Business Leadership Development Corporation (BLD)...

The Business Leadership Development Corporation is a professional

services firm that works with entrepreneurs, lifestyle business enterprise
owners, executives, and managers, and the enterprises they serve.

BLD develops entrepreneurial, leadership, and managerial competencies

that achieve performance excellence by building sustainable advantage
from vision to value through:

 Strategic Management Consulting

 Executive Coaching and Mentoring
 Professional Training via The Center For Business Leadership
Development (CBLD)
 Motivational Speaking

www.bldsolutions.com

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