When we lead big organisational change programmes, we tend to lead them through logic: rational arguments, business cases & systematic approaches. We might get better results if we lead them through loss, not logic. We consistently underestimate the power of a sense of loss in change processes & get surprised when people react as they do. There are typically multiple senses of loss and actions we can take to lead change with loss, not just logic: 1) Loss of competence: “everything I know is useless now”. We can help normalise discomfort, highlight transferable skills, encourage unlearning & create quick wins. 2) Loss of control: “this is being done to me”. We can involve people in change (& be clear about non-negotiables), help set clear boundaries, tap into experience & show how contributions influence the process. 3) Loss of status: “I’m becoming irrelevant”. We can acknowledge contributions and achievements, help people pass on key insights, bridge past & future & help create mutual learning. 4) Loss of belonging: “we’re losing what made us special”. We can help preserve core traditions, build new rituals for the new environment, celebrate uniqueness & help teams to adapt the changes to their style where possible. 5) Loss of narrative: “this isn’t how things should be”. We can keep connecting back to purpose, acknowledge changing realities: preserve fundamental values & develop the new story together. We can’t logic people out of loss. Nor should we try to fight people’s feelings of loss, but we can help bridge the past and the future and build something better, together. think.fearlessculture.design/p/change-how-t…. By Gustavo Razzetti.
