As a profession, why do we approach major change rationally?

We create the “case for change,” articulating all of the reasons that maintaining the status quo is not viable, and all the reasons that this new status quo is the solution. We establish detailed change execution plans, guided by methodology and rationally thought out. We (rationally) provide training for the changes in behavior that people will be expected to make.

But there is another side to change…emotion!

In Do Your Employees Resist Change? Here’s Why That’s a Good Sign, author Beth Archie writes, “While this may seem like a logical approach, our ability to sustain change over time is far more emotional than it is rational. The brain science is there, reports Business.com— changing behavior and getting people to commit is less about using logic to influence their thoughts and more about presenting the change in a way that influences their feelings.”

She proposes three critical approaches that should be a part of every change management methodology.

  1. Involve Employees in the Change Process: Develop two-way channels or conduct focus groups to collect employee feedback. Listen and respond to their input. The fastest path to acceptance comes when employees feel they contributed to the solution.
  2. Create Opportunities to Celebrate Success: Don’t just celebrate when you’ve reached a key milestone. Identify smaller, short-term goals along the way to sustain feelings of success.
  3. Establish Champions and Ambassadors at Every Opportunity: Engage stakeholders and identify early adopters who can serve as champions for the change.”

I propose another.

  1. Provide Opportunities for Healthy Emotional Catharsis: Examine ways in which your methodology can more fully address the emotional side of change. How can you allow—perhaps even encourage—emotional catharsis?

Letting go is hard. It can hurt. It can be scary. As change practitioners, let’s help our organizations recognize this, and respond more effectively to it. Perhaps then we will see greater success in our change efforts.