Individual and Group Fears
Many of the above reactions arise from uncertainty about how the change will impact individuals and teams. The following check lists give some pointers as to how you might identify the major uncertainties that worry people and start to address them. We suggest that you address the individual fears as the first priority. Even where people are severely affected and negotiation is impossible you should treat the fears in a fair manner and with a sense of urgency.
Individual Fears
| FEAR Type | Nagging Question | Response | Priority | Coping strategy |
| Job loss | Will I have a job after the changes? | Clarify if this is the case.
Be prepared to answer tough questions |
High Immediate response required |
Competent HR team, devoting time to the affected from the changes
Assistance with finding new job. Counselling. Stress management. Union support. |
| Degree of change | Will I personally have to change too many things? | Clarify if this is the case;
Emphasise usefulness of changes and benefits in the long run. |
Medium to high What is expected of each member of staff? |
Communications strategy and clarity in promoting changes;
Realistic expectations of amount of change at any one time. Provide training. |
| Salary and contract | Will there be change to my contract/ salary? | Clarify if this is a permanent or temporary measure, whether this comes as an incentive for the changes to be introduced. | Medium to high
Contract clarity needs to be observed at all times. |
Knowledgeable and supportive HR team |
| Perks and the spoil factor | Will I lose my parking space/company car etc? Will there be changes to my pension/holiday entitlement. |
Clarify.
Justify actions, be prepared to answer tough questions. |
Medium to high | Be aware of perks and how staff view them.
Look for alternatives. |
| Personal Status | Will I be gaining or losing status as a result of the changes? | Clarify immediately.
Be prepared to answer tough questions. |
High | Be honest.
Provide personal recognition and support. Identify ways in which status can be enhanced. |
| Physical environment | Will I have to change desks/ offices/ buildings/sites? | Clarify at local level: if this is a permanent or temporary measure.
Are there any incentives for relocation? Any efficiencies to be achieved? |
Medium to high | Will the new environment be better - if so in what ways?
Are there long-term advantages Don't promise what you can't deliver. |
| Technology | Will I get a new computer, or will I inherit someone else's old machine?
Will I have a direct line? Will I be able to cope with the new technology? |
Clarify at local level if 'technology' is going to be affected by the changes | Low to medium | Deal with uncertainty.
Provide training and mentoring where necessary. |
| Career development | Would the change enhance my opportunities?
How would the changes affect my career? |
Clarify possibilities for career opportunities. | Medium | Talk 1:1 about longer term possibilities and what needs to be achieved to get there. |
| Overall Personal | What's in it for me?
Push or pull? |
Clarify issues.
Resolve issues or look for alternative solutions. |
High | Talk to those most affected and hear their concerns.
See Transition Management. |
Team Fears
FEAR Type |
Nagging Question |
Response |
Priority |
Coping Strategy |
| Purpose of the team | Are we clear what we are trying to achieve? | Be clear about the new purpose. | High | This requires more than just communication - but for staff to work with and explore the proposed new reality. |
| Change to standards, procedures | Will we be working to different standards? | Clarify if this is the case; justify changes | High | Immediate, uniform response required.
Ensure standards and procedures are clear. Communication strategy, backing the business case for change |
| Morale and team spirit | Will we get on together? | If values and beliefs are affected at individual level, morale and team spirit might be affected too.
Clarification and reassurance is needed. |
High | Celebration of success, and incentives for the change need to be provided.
Away days or similar events thinking about the new future. |
| Training and development | Will we need to acquire new skills as a result of introducing the changes? | Clarification and training needs analysis to be conducted | High | Address team needs.
Team training can help cement new teams and identify tensions. |
| Communications within the team and with others | Will we know what's going on? | Identify how issues will be communicated amongst team. | Medium | Provide clear communication structures.
Recognise importance of informal as well as formal communication channels. Discuss dissemination plan. |
