It is debatable that traditionally talking, change executives have been about business change. The job of change executives have been to help manifest successful alterations to a business or company structure with the target of improving performance or increasing profit. However, there has been a trend in the business world or approaching change professionals regarding how to deal with handling private changes.
When it gets down to brass tacks, managers are working with homo sapiens. There are times when those human beings are going to be faced with serious private changes. Maybe there’s a death in the family of a parent, child, or sibling. Somebody might be going through a divorce. There are both intensely personal events and events that may have a genuine impact on a person’s working life.
Managers could be really troubled at an individual level, but also concerned about the way to assist someone going through such an event at the professional level. In this event, what the manager is actually searching for is a degree of understanding about the psychology of personal change to tell their professional approach to the employee facing personal change.
When challenged with a situation of this nature, the change professional is a bit out of their depth. It is kind of actually in their own best interest to make clear to the manager that their area of expertise is business change, rather than personal change. Having established that they are not not expert on personal change, the change professional can then suggest the executive look into a thing by the grief model.
The grief model is based around the work of Elisabeth Kübler-Ross. She targeted much of her attention on the topic of loss and grief. In brief, she advises that grief is made of five general stages that folk sometimes go through in resolving a loss. This model generally proves to be useful to managers that want to understand some of the dynamics of personal change.
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