PRWEEK: Comment - Managing change is all about managing people's uneasiness

In Asia, recession, deflation, terrorism, Sars, multiple waves of layoffs, disruptive technologies and the integration of East Asia with mainland China created changes in job roles and lifestyles, with which people are still grappling.

Alas, change is our one constant and will continue. Even though we seem to be emerging from the economic downturn, the pace of mergers and acquisitions has picked up, IPOs are increasing, and restructuring promises to continue as companies grapple with cost pressures, seek to improve supply chains and take advantage of the benefits of outsourcing. Overshadowing everything will be a focus on corporate governance and oversight issues.

The rate of change and the number of simultaneous changes are more pronounced than ever. This means managing transitions and sustaining consistency between words and action - 'talking the talk and walking the walk'.

Asians tend to feel more uneasy when it comes to shifts in the status quo than Westerners. They value continuity and respect for the past, and Asian history has shown that change does not always result in a positive outcome. Consequently, it is important to reassure employees that modifications in the tasks they do, and in their work environment, are being carefully managed for legitimate reasons that, with teamwork, will benefit them personally.

During these periods of transition, the reputation of the company requires careful nurturing. People resist the disorienting experience of moving from their comfort zone to the beginning of something new. If properly handled, transition can be a time to build the organisation's reputation as one that truly values the worth and contributions of its staff. Transition authority William Bridges writes that there are three stages of change: endings, neutral zone, and new beginnings.

Endings deal with loss. Leaders need to acknowledge those feelings, that involve denial, resistance, anger and anxiety. People need continuity during change.

The neutral zone is where people feel unconnected from the past and uncertain about the future. Leaders, starting with each supervisor and manager and their direct reports, should work to build connections with each other which builds on the value Asians place on personal relationships.

Beginnings should be the easiest part of transition if the ending and the neutral zone phases have been managed well. Timetables spelling out changes and when they will take place avoid 'surprises' and help people feel more informed and grounded.

A few quick publicised successes followed up by their celebration give people confidence in the future.