Change Capacity and Success

In 1947, Kurt Lewin published his classic three-stage model of change. He proposed that the change process first consisted of “unfreezing” old, established ways of behaving, then “changing” them to new, desired approaches, and finally “refreezing” or solidifying those new behaviors in order to maintain and sustain them. Although this model might have worked during the past, in current times it seems like we are in a perpetual state of flux. Employees are continually asked to modify their behaviors, so the concept of “unfreezing” and “refreezing” seems inappropriate today. Rather, it feels like employees are working in a constant state of “slush!”

The statistics are alarming:

• 21-30% of an organization’s operating costs are spent on change programs
• Yet, it is estimated that 70% of change programs fail
• 55% of employees report chronic stress in response to change
• 73% of employees are near, at, or past the point of change saturation

Change causes fear and discomfort as individuals are asked to stretch out of their comfort zone. It requires additional work. Time to learn new concepts, build new skills, and adopt new approaches to jobs they have performed successfully for a long time. Supporting the workforce in coping with the emotional aspects of change in productive ways is important for the productivity and health of both organizations and employees.

The CONTINUUM Assessment is a measure of change management. It helps organizations manage change efforts and evaluate the “change readiness” of employees and job candidates to accept, support, and lead changes in their organizations.