Can I cope? At the beginning of the change process, you don't have enough information to allow you to anticipate behaving in a different way within the new structure. Anxiety is an awareness that events lie outside your range of understanding or control. you're unable to picture the future clearly. There's a sense of disbelief around the change of circumstances. And some short term denial may help to protect you from strong emotions.

You are unsure how you're going to cope with the new work and social situations. Helping others deal with anxiety, lessen and understand their sense of loss. give them space to come to terms with the situation. Encourage them to ask questions when they're ready and get them all the information that you can focus on short term goals and objectives. Give people reassurance last something is going to change. Happiness is an awareness that your viewpoints about the need for change is being recognized and is being shared by others.

You have a feeling of relief that something is going to change and not continuous before. whether the person is perceived positively or negatively, there's still a feeling of anticipation and maybe excitement at the possibility of improvement. There's some satisfaction of knowing that some of your thoughts about the old system were correct, and that something's going to be done about it. Helping others deal with happiness. learn from the mistakes made in the past. Help them to construct plans for the future that ensure mistakes in the system aren't repeated.

Encourage them to support others who may not be feeling as they do. Change, watch change. This phase is defined by a lack of acceptance of any change and you deny that it's going on or that it's impacting you in any way. You continue to act as if the change is not happening. using old practices and processes and ignoring evidence or information to the contrary. It takes time to face up to the change and its repercussions.

So don't expect any sudden leaps into acceptance. Without the right level of support, you can easily get stuck in this phase. Helping others still with denial. Give them sufficient time. To face up to the change, explain carefully and sensitively the risks of staying in denial. Explain carefully and sensitively the impact that their denial will have on them individually, and how this will affect the team and the organization.

Who's at fault, you all may. Initially some anger and frustration is directed at others to apportion blame. This is focused anyone and everyone else through threat and fear, especially those who see as responsible for the change. Part of the expression of anger is to bargain to try to return things to how they were before. There's the threat of having to change yourself and your perception of who you are. You blame others for the situation and for causing you stress.

Eventually, your anger frustration is directed at yourself, and will be combined with feelings of guilt for not coping as well as you believe you should have done. You become angry at yourself for not knowing better and allowing the situation to escalate outside of your control. Helping others deal with anger. Anger directed at you may be unpleasant or upsetting. Don't take comments personally showing anger in retaliation or become defensive. Keep communication channels open.

Be honest and don't try to hide from the truth. Don't make promises that can't be kept. help them to understand the limits of the change and what is not changing. help to guide them so that they feel they have some control. I'm off this isn't for me. disillusionment occurs when there is the awareness that your values, beliefs and goals are incompatible with those of the organization.

You become demotivated, unfocused, increasingly dissatisfied and gradually withdraw either mentally by just going through the motions doing the bare minimum, actively undermining the change by criticizing or complaining or physically by resigning. Without the right level of support, you can easily get stuck in this phase. Helping others deal with disillusionment. Encourage them to talk about their feelings. Be honest, and don't try to hide from the truth. Don't make promises that can't be kept.

Help them to understand the limits of the change in what is not changing. help to guide them so they feel They have some control. Explain carefully and sensitively the impact that their disillusionment will have on them individually, and how this will affect the team and the organization. If they've made the decision to leave the organization, give them as much help and support as possible. Who am I? This is the most difficult face to work through, and could last the longest of all the phases is characterized by confusion and lack of motivation.

Combined with feelings of sadness, apathy, and hopelessness. you're uncertain as to what the future holds and how you fit into the future world. You may also feel a deep loss of the things that were important to you and feel completely powerless. You may struggle with your focus on with your work or with dealing with others. The undermining of who you think is You are leaves your drift with no sense of identity, and no clear vision of how to operate. Helping others deal with despair.

Encourage them to talk about their feelings. identify sources of support, help them to find ways to manage their feelings and thinking patterns. If necessary, encourage them to seek professional help. I'm going to make this work if it kills me. Coming out of the despair or depression phase, you may become increasingly hostile. The problem here is that you continue to operate some of the processes that have repeatedly failed to achieve a successful outcome and are no longer part of the new system or a surplus to the new way of working.

The new processes are ignored. At best an actively undermined at worst, you can get stuck in this phase, yet we'll appear to move on and accept the new order. Helping others deal with hostility. Encourage them to talk about their feelings. help them to understand the limitations of how they're working, help to guide them so that they feel they have some control. Explain carefully and sensitively the impact that their hostility will have on them individually, and how this will affect the team and the organization.

I can see myself in the future. During this phase, you will find that you've become more emotionally detached from the situation. You begin to make sense of your environments and your place within the change. Your confidence is returning as you're regaining some control over the changes. process and you have some meaningful success. You begin to put new plans in place and formulate goals around your new needs and wishes.

You feel good in that you're doing the right things in the right way. Helping others deal with acceptance. recognize and reward them for the progress they have made. provide them with positive feedback. give people something to feel proud of. Give them a positive vision of the future.

This can work and be good. You're starting to exert more control and and making more things happen in a positive sense. You're getting your sense of self back. You know who you are again, and you're starting to feel comfortable that you're acting in line with your convictions, beliefs, and so on and that you'll make making the right choices. In this phase you're again experimenting with your environment more actively and effectively. Helping others deal with moving forward.

Continue to keep communication channels open, provide positive support and encouragement. Build resilient teams, minds thinking and map hearts emotional engagement.