“You can’t change or dissolve this group, we are essential to the company.”

“Nobody knows how to do this right but our group, why change?”

“This is wrong. The leadership team doesn’t understand the value we bring to the company.”

For those of you that have led or been part of implementing organizational change, these statements probably sound familiar. These represent a type of common group response when a change threatens the existence or survival of a specific group. When some or all members of a group perceive or know that a change is going to mean the dissolution or their group or radical change to their group, it is very common for them to respond with behaviors and words that protect their turf or “circle their wagons” so to speak to fend off the change.

As you remember (see, The Primal Resistance to Change – Part 1), the primal (not only) or root reactor underneath individual, group, and larger scale resistance is a sense of loss or fear of loss — losing something familiar, losing status or a job, losing the “known” for the “unknown.” You can see how this feeds directly into an overall group response. A working group has familiar relationships and history of work and processes, and they have shared their “group” belief in the value of their existence. So, if the response is natural, how do you mitigate or even avoid this response?

If you know that your change initiative is going to significantly alter or even eliminate a group within your organization, it is essential to plan in advance in terms of the messaging, communication, and most importantly in terms of transparency up front with the changes (rip the band aid off!). Some suggestions include:

  • Develop and communicate a clear message on the value of making this important change. In this situation it is best if you use data and facts to establish the requirement for change      and avoid reasoning that seems subjective.
  • Meet with the group and then individuals to convey your view of how this change will look for them in the future – dissolution of group, smaller group, re-assignments, and their future path – as well as what a transition state may look like between now and that future state (Are their temporary assignments available for transition? Are their incentives to stay during transition? etc.)
  • Communicate widely the past value of this group and their contributions and what changes are occurring – to the larger organization. Why do this? While on the surface you may think the reason is to appease those particular group members, the real value is what this type of message says to everyone else. This message says that you actually care, you appreciate, and you can treat people honestly and compassionately. Your employees want to work for someone like that and will better respond to future change for leadership that cares about them.
  • Attempt to provide “closure” to the group if that group is dissolved or greatly changed. You might have a lunch with that group to celebrate their past successes and signify the end of something and the beginning of something new. Get creative and remember, individuals and groups process change much like grief and need to move through the phases to acceptance.