Shock and Denial
'I couldn't believe it! We had agreed to work towards building up student numbers in the department at a previous consultation meeting. The final decision to close us down came out of the blue. I still don't understand the criteria for the decision.'
No matter how well impending decisions have been trailed - once they become known there is a period of shock. People refuse to believe them at first - all large organisations abound with rumours that never come to fruition.
The shock stage is usually short-lived. Actions to take include:
- Communicate the broad headline issues, the reasons for change and the actions that will happen.
- Don't expect people to make decisions or take actions people will not be interested about the future as much as the past.
- Be available and prepared to listen.
- Think about a strategy to help staff through the remaining stages of the process.
