Melvin is downsized in the 1999 Twentieth Century Fox dark comedy movie “Office Space.”

He does not adapt well to this change. Melvin continues to come to work every day as before – even without pay.

Management, at the advice of two efficiency consultants (the Bobs), takes an indirect approach to getting Melvin to leave. They make him move his desk. They move his office. The last straw was when the manager took Melvin’s shiny red stapler. As he walked away with it, Melvin muttered, “Ok, but I could set the building on fire.” And, spoiler alert, later in the movie he does!

The storyline of Office Space is full of how not to do change management. But with any change, it is likely that there will be as many reactions and responses to it as there are people in that place.

A leader, intent on any change, must consider their own change propensity and why people might react differently to the change. Some things to consider include:

Frame of mind: A fearful person might expect things to get worse. Someone hopeful could believe things will get better. Another, confident in their new role, may view the change as a challenge or inspiration to make improvements. It’s relative to the person’s state of mind.

Proximity to the change: Someone has said “it’s not that people dislike change, they dislike being changed.” Changes may impact particular people in one part of an organization dramatically, and others very little or not at all. Sometimes it helps to envision a change like a bomb blast radius. The ones most impacted are at the epicenter with declining impact at the periphery.

What’s the impact on me? I have never complained about a raise. That’s a welcome change. But, did it come with increased workload or longer hours? That might make a difference. Some change is good. Others may have negative effects. Most want to know, “How could the change affect me?”

Personal propensity toward change: Chris Musslewhite (2008) has identified three Change Styles that make up his change continuum. On one side are people (Conservers) who prefer small incremental change within existing systems, but only when absolutely necessary. At the other extreme are those (Originators) who enjoy frequent and extensive change. In between Conservers and Originators are people he calls Pragmatists who are most willing to change when it meets a clear objective or provides a solution to a problem. I need to consider my own preference toward change because it impacts how I see others and how they see me. Communication plans will take into account what each preference group needs to hear.

Time: Any change causes a person to consider potential impact, whether good, bad or some of both. New ideas can take time to gain acceptance as people have time to consider future possibilities. As leaders we need to remember that it is likely we have considered this change for some time. We need to give others time as well.

Continuous improvement is something many organizations today strive to achieve. It requires individual and corporate growth and change.

As we L. E. A. D. !, how can we support people who go with us through the change? 

Musslewhite, C. (2008). Knowing Change Preferences Is a Boon for Leaders. Leadership In Action, 28:3, p. 17-20.