Friends, Let me introduce to you the stages of personal transition in the process of change, as proposed by John Fisher.
Originally presented at the Tenth International Personal Construct Congress, Berlin, 1999, and subsequently developed in his work on constructivist theory in relation to service provision organisations at 6.Leicester University, England, John Fisher's model of personal change - The Transition Curve - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organizations helping staff to deal with personal change.
1.anxiety
The awareness that events lie outside one's range of understanding or control. I believe the problem here is that individuals are unable to adequately picture the future. They do not have enough information to allow them to anticipate behaving in a different way within the new organization. They are unsure how to adequately construe acting in the new work and social situations.
2.happiness
The awareness that one's viewpoint is recognised and shared by others. The impact of this is two-fold. At the basic level there is a feeling of relief that something is going to change, and not continue as before. Whether the past is perceived positively or negatively, there is still a feeling of anticipation, and possibly excitement, at the prospect of improvement. On another level, there is the satisfaction of knowing that some of your thoughts about the old system were correct (generally no matter how well we like the status quo, there is something that is unsatisfactory about it) and that something is going to be done about it. In this phase we generally expect the best and anticipate a bright future, placing our own construct system onto the change and seeing ourselves succeeding. One of the dangers in this phase is that of the inappropriate psychological contract. We may perceive more to the change, or believe we will get more from the change than is actually the case. The organization needs to manage this phase and ensure unrealistic expectations are managed and redefined in the organizations terms, without alienating the individual.
3.fear
The awareness of an imminent incidental change in one's core behavioural system. People will need to act in a different manner and this will have an impact on both their self-perception and on how others externally see them. However, in the main, they see little change in their normal interactions and believe they will be operating in much the same way, merely choosing a more appropriate, but new, action.
4.threat
The awareness of an imminent comprehensive change in one's core behavioural structures. Here clients perceive a major lifestyle change, one that will radically alter their future choices and other people's perception of them. They are unsure as to how they will be able to act/react in what is, potentially, a totally new and alien environment - one where the "old rules" no longer apply and there are no "new" ones established as yet.
5.guilt
Awareness of dislodgement of self from one's core self perception. Once the individual begins exploring their self-perception, how they acted/reacted in the past and looking at alternative interpretations they begin to re-define their sense of self. This, generally, involves identifying what are their core beliefs and how closely they have been to meeting them. Recognition of the inappropriateness of their previous actions and the implications for them as people can cause guilt as they realise the impact of their behaviour.
6.depression
This phase is characterised by a general lack of motivation and confusion. Individuals are uncertain as to what the future holds and how they can fit into the future "world". Their representations are inappropriate and the resultant undermining of their core sense of self leaves them adrift with no sense of identity and no clear vision of how to operate.
7.disillusionment
The awareness that your values, beliefs and goals are incompatible with those of the organization. The pitfalls associated with this phase are that the employee becomes unmotivated, unfocused and increasingly dissatisfied and gradually withdraws their labour, either mentally (by just "going through the motions", doing the bare minimum, actively undermining the change by criticising/complaining) or physically by resigning.
8.hostility
Continued effort to validate social predictions that have already proved to be a failure. The problem here is that individual's continue to operate processes that have repeatedly failed to achieve a successful outcome and are no longer part of the new process or are surplus to the new way of working. The new processes are ignored at best and actively undermined at worst.
9.denial
This stage is defined by a lack of acceptance of any change and denies that there will be any impact on the individual. People keep acting as if the change has not happened, using old practices and processes and ignoring evidence or information contrary to their belief systems.
It can be seen from the transition curve that it is important for an individual to understand the impact that the change will have on their own personal construct systems; and for them to be able to work through the implications for their self perception. Any change, no matter how small, has the potential to impact on an individual and may generate conflict between existing values and beliefs and anticipated altered ones.
One danger for the individual, team and organization occurs when an individual persists in operating a set of practices that have been consistently shown to fail (or result in an undesirable consequence) in the past and that do not help extend and elaborate their world-view. Another danger area is that of denial where people maintain operating as they always have denying that there is any change at all. Both of these can have detrimental impact on an organization trying to change the culture and focus of its people.
Here are some helpful questions and answers regarding personal change 'Transition Curve' model which is described above
1) How do we recognize what phases we are in?
Part of the problem is that we do not recognise which element of the curve we may be in. The goal of the 'manager'/change agent is to help make the transition as effective and painless as possible. By providing education, information, support, etc. we can help people transition through the curve and emerge on the other side. One of the dangers is that once we are caught up in the emotion of the change we may miss the signs of threat, anxiety, etc. and 'react'/cope by complaining or attempting to make things as they were (and also increase our stress levels as a result).
2) Does everyone go through all the 9 phases, or will there be people who will say, begin their personal transition from the depression stage instead of the anxiety stage?
We transit through all stages (although the old caveat of some of these stages may be extremely quickly traversed and not consciously recognisable applies). In the main the theory proposed a linear transition and each stage builds on the last so we can see our perception escalating in 'severity'/importance as we go into the trough of depression via a small impact on our sense of self (anxiety) through a greater realisation of impact/meaning (fear, threat) and then an understanding that (potentially) our core sense of self has been impacted and our 'self belief system' undermined to an extent (guilt, depression). Now if someone is going through multiple transitions at the same time these could have a cumulative impact and people could go through the initial stages almost simultaneously - it then becomes a case of more 'evidence'/information supporting previous negative self image and compounding the impression.
3) Is it possible that some people might skip some phases, as in, after the anxiety phase, they go on to the fear phase, instead of the happiness phase?
The happiness phase is one of the more interesting phases and may be (almost) passed through without knowing. In this phase it is the "Thank Goodness, something is happening at last!" feeling coupled with the knowledge that we may be able to have an impact, or take control, of our destiny and that if we are lucky/involved/contribute things can only get better. If we can start interventions at this stage we can minimise the impact of the rest of the curve and virtually flatten the curve. By involving, informing, getting 'buy in' at this time we can help people move through the process.
4) How does the transition take place? For instance, suppose I know that I am in the anxiety phase. So when does it transit into the next one, that is, the happiness phase?
As with question 1, it is more a case of helping people through the process as effectively as possible. Also each person will experience transition through the curve at slightly different speeds (and we may be at different places on different curves - depending on just what is happening to us at the time). As above, much of the speed of transition will depend on the individual's self perception, locus of control, and other past experiences, and how these all combine to create their anticipation of future events. Much of the transition is done subconsciously. It may not be initially noticeable and only becomes clear if we look back and reflect on our situation. If we do adopt an introspective approach and recognise where we are in the process, our reaction will depend on our personal style of interacting with our environment and how 'proactive' we feel we can be at seeking out support, or leaving the organisation, as appropriate. Obviously should we feel disempowered this may well cause us to descend further down the slide into a deeper depression; reinforced by our perceived helplessness and all the implications associated with that.
cheers
Rajeev,V
From India
26Originally presented at the Tenth International Personal Construct Congress, Berlin, 1999, and subsequently developed in his work on constructivist theory in relation to service provision organisations at 6.Leicester University, England, John Fisher's model of personal change - The Transition Curve - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organizations helping staff to deal with personal change.
1.anxiety
The awareness that events lie outside one's range of understanding or control. I believe the problem here is that individuals are unable to adequately picture the future. They do not have enough information to allow them to anticipate behaving in a different way within the new organization. They are unsure how to adequately construe acting in the new work and social situations.
2.happiness
The awareness that one's viewpoint is recognised and shared by others. The impact of this is two-fold. At the basic level there is a feeling of relief that something is going to change, and not continue as before. Whether the past is perceived positively or negatively, there is still a feeling of anticipation, and possibly excitement, at the prospect of improvement. On another level, there is the satisfaction of knowing that some of your thoughts about the old system were correct (generally no matter how well we like the status quo, there is something that is unsatisfactory about it) and that something is going to be done about it. In this phase we generally expect the best and anticipate a bright future, placing our own construct system onto the change and seeing ourselves succeeding. One of the dangers in this phase is that of the inappropriate psychological contract. We may perceive more to the change, or believe we will get more from the change than is actually the case. The organization needs to manage this phase and ensure unrealistic expectations are managed and redefined in the organizations terms, without alienating the individual.
3.fear
The awareness of an imminent incidental change in one's core behavioural system. People will need to act in a different manner and this will have an impact on both their self-perception and on how others externally see them. However, in the main, they see little change in their normal interactions and believe they will be operating in much the same way, merely choosing a more appropriate, but new, action.
4.threat
The awareness of an imminent comprehensive change in one's core behavioural structures. Here clients perceive a major lifestyle change, one that will radically alter their future choices and other people's perception of them. They are unsure as to how they will be able to act/react in what is, potentially, a totally new and alien environment - one where the "old rules" no longer apply and there are no "new" ones established as yet.
5.guilt
Awareness of dislodgement of self from one's core self perception. Once the individual begins exploring their self-perception, how they acted/reacted in the past and looking at alternative interpretations they begin to re-define their sense of self. This, generally, involves identifying what are their core beliefs and how closely they have been to meeting them. Recognition of the inappropriateness of their previous actions and the implications for them as people can cause guilt as they realise the impact of their behaviour.
6.depression
This phase is characterised by a general lack of motivation and confusion. Individuals are uncertain as to what the future holds and how they can fit into the future "world". Their representations are inappropriate and the resultant undermining of their core sense of self leaves them adrift with no sense of identity and no clear vision of how to operate.
7.disillusionment
The awareness that your values, beliefs and goals are incompatible with those of the organization. The pitfalls associated with this phase are that the employee becomes unmotivated, unfocused and increasingly dissatisfied and gradually withdraws their labour, either mentally (by just "going through the motions", doing the bare minimum, actively undermining the change by criticising/complaining) or physically by resigning.
8.hostility
Continued effort to validate social predictions that have already proved to be a failure. The problem here is that individual's continue to operate processes that have repeatedly failed to achieve a successful outcome and are no longer part of the new process or are surplus to the new way of working. The new processes are ignored at best and actively undermined at worst.
9.denial
This stage is defined by a lack of acceptance of any change and denies that there will be any impact on the individual. People keep acting as if the change has not happened, using old practices and processes and ignoring evidence or information contrary to their belief systems.
It can be seen from the transition curve that it is important for an individual to understand the impact that the change will have on their own personal construct systems; and for them to be able to work through the implications for their self perception. Any change, no matter how small, has the potential to impact on an individual and may generate conflict between existing values and beliefs and anticipated altered ones.
One danger for the individual, team and organization occurs when an individual persists in operating a set of practices that have been consistently shown to fail (or result in an undesirable consequence) in the past and that do not help extend and elaborate their world-view. Another danger area is that of denial where people maintain operating as they always have denying that there is any change at all. Both of these can have detrimental impact on an organization trying to change the culture and focus of its people.
Here are some helpful questions and answers regarding personal change 'Transition Curve' model which is described above
1) How do we recognize what phases we are in?
Part of the problem is that we do not recognise which element of the curve we may be in. The goal of the 'manager'/change agent is to help make the transition as effective and painless as possible. By providing education, information, support, etc. we can help people transition through the curve and emerge on the other side. One of the dangers is that once we are caught up in the emotion of the change we may miss the signs of threat, anxiety, etc. and 'react'/cope by complaining or attempting to make things as they were (and also increase our stress levels as a result).
2) Does everyone go through all the 9 phases, or will there be people who will say, begin their personal transition from the depression stage instead of the anxiety stage?
We transit through all stages (although the old caveat of some of these stages may be extremely quickly traversed and not consciously recognisable applies). In the main the theory proposed a linear transition and each stage builds on the last so we can see our perception escalating in 'severity'/importance as we go into the trough of depression via a small impact on our sense of self (anxiety) through a greater realisation of impact/meaning (fear, threat) and then an understanding that (potentially) our core sense of self has been impacted and our 'self belief system' undermined to an extent (guilt, depression). Now if someone is going through multiple transitions at the same time these could have a cumulative impact and people could go through the initial stages almost simultaneously - it then becomes a case of more 'evidence'/information supporting previous negative self image and compounding the impression.
3) Is it possible that some people might skip some phases, as in, after the anxiety phase, they go on to the fear phase, instead of the happiness phase?
The happiness phase is one of the more interesting phases and may be (almost) passed through without knowing. In this phase it is the "Thank Goodness, something is happening at last!" feeling coupled with the knowledge that we may be able to have an impact, or take control, of our destiny and that if we are lucky/involved/contribute things can only get better. If we can start interventions at this stage we can minimise the impact of the rest of the curve and virtually flatten the curve. By involving, informing, getting 'buy in' at this time we can help people move through the process.
4) How does the transition take place? For instance, suppose I know that I am in the anxiety phase. So when does it transit into the next one, that is, the happiness phase?
As with question 1, it is more a case of helping people through the process as effectively as possible. Also each person will experience transition through the curve at slightly different speeds (and we may be at different places on different curves - depending on just what is happening to us at the time). As above, much of the speed of transition will depend on the individual's self perception, locus of control, and other past experiences, and how these all combine to create their anticipation of future events. Much of the transition is done subconsciously. It may not be initially noticeable and only becomes clear if we look back and reflect on our situation. If we do adopt an introspective approach and recognise where we are in the process, our reaction will depend on our personal style of interacting with our environment and how 'proactive' we feel we can be at seeking out support, or leaving the organisation, as appropriate. Obviously should we feel disempowered this may well cause us to descend further down the slide into a deeper depression; reinforced by our perceived helplessness and all the implications associated with that.
cheers
Rajeev,V
From India
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