Learning Objectives

Tools and Strategies for Managers


As the organization moves through the transformation, it is important to know that intense emotions are a natural psychological and physiological response. Even if staff agree with the change concept, they can feel a range of emotions about how the process unfolds. Prolonged uncertainty and instability can impede the change implementation as it moves through stages of transformation. People must be supported through this transition. With the right support from their managers, people can be wonderfully resilient and adaptive (Mind Tools, 2019) (Veitch, 2018).


The image below is adapted from the Change Curve attributed to psychiatrist Elisabeth Kubler-Ross, resulting from her work on personal transition in grief and bereavement (Mind Tools, 2019)


Stage 1
Reaction: shock, denial

  1. Recognize people need time to adjust
  2. Build awareness of the need for change and risk for not changing
  3. Communicate often, but do not overwhelm people.  Take time to answer questions.

Stage 2
Reaction: anger, fear

  1. Allow people to express their feelings and vent their anger.  Do not try to resolve people’s feelings-just listen.
  2. Consider the questions and objections that people may have and be prepared to address them early.
  3. Listen and watch carefully so you can respond to the unexpected.  Reactions to change are personal and it is impossible to anticipate and pre-empt everything.

Stage 3
Reaction: Acceptance

  1. Encourage people to test and explore what the change means, allowing time for experimentations and making it safe to make mistakes.
  2. Provide ample training and opportunities to experience the new state.
  3. Accept that performance and productivity typically decline for a period of time as people learn and accept the new way of working.

Stage 4
Reaction: Commitment

  1. Celebrate accomplishments and recognize contributions.
  2. Reinforce the new processes and procedures with strategies such as performance tools, audits, and accountability systems.
  3. Continue to listen to feedback from employees and use it to continue to enhance the new systems and processes. 
    4. (Mind Tools, 2019)
Why are managers so important?


• Employees trust them
• Managers mitigate resistance
• Managers build support
(Prosci Inc, 2015)


How do managers affect culture?

Staff engagement is imperative for a healthy organizational culture. It is important to realize that the drivers of staff engagement are altered during times of uncertainty and transformation. Regardless of the amount of change taking place, employees value three factors:

1) Control (involvement and empowerment)
2) Career (understanding of one’s path)
3) Capability (training and development)
(AON Hewitt, 2013)


This means that the most critical roles for managers are:
• Communicator
• Advocate
• Coach
• Liaison
• Resistance manager
(Prosci Inc, 2015)


Employees undergoing change uncertainty have a greater need for connection:

1) Connection with leaders – two way dialogue with organizational managers/leaders
2) Connection with coworkers – pulling together with coworkers to provide each other with reliable support (Aon Hewitt, 2013)


To successfully manage change and uncertainty and foster a healthy organizational culture, managers can engage employees by empowering them to be part of the solution, rather than giving them reason to perceive they are part of the problem (LEADS Canada, 2019).  


They can use moments of uncertainty to promote learning and express genuine care and concern. They must continue to build relationships by fostering trust, communicating effectively, constructively managing conflict, and creating shared meaning and values (LEADS Canada, 2019).