We’ve all had to go through changes at our libraries, big and small. We’ve either been the change makers or have been asked to implement them (whether we agree with them or not). Effective change is necessary to improve, innovate, and grow. Aren’t change and transition basically the same thing? Here, change is defined as situational, for example, the move to a new site or a staff reorganization. Transition is how people react to the change, the psychological response. It’s where emotions come into play and how. Using William Bridge’s book, Managing Transitions: Making the Most of Change as a guide,Toledo Lucas County Public Library in Ohio has examined these concepts in depth. They shared how they apply the principles outlined in Bridge’s work with their staff and offered a lot of tips to help make the process easier for all.
My key takeaways:
- People experience change as loss, and go through a grieving process. The process includes several stages, including denial and anger. Haven’t we all felt this way at one time or another?
- Managers and administrators need to recognize these stages and also that the feeling of loss can be indicative of a greater loss or bigger issue. Staff may have been wounded by poorly managed change before.
- Communication is essential for managing the stages of transition – management’s communication must be frequent, honest, and transparent. In the absence of info, people make up their own: gossip, innuendo, etc. Ask for input, help people visualize the change, and share plans (even if those plans are liable to change). Communication builds a culture of trust.
- We can get through this together! It’s important to remind yourself and the staff that you’ve weathered change together before. Your mantra should be: We’re going to test and try.
This session really got me thinking about how I manage change in my department, how I can be a more effective change agent and make transitions easier for my staff, and also led to a lot of self reflection into how I personally deal with change in my organization. It also really validated, for me, the processes by which people experience change. What is perceived as an overreaction is a response to seeing and hearing feelings expressed that are stronger than your own. It’s OK to experience feelings in response to change. We’re human. What matters is how we manage it.