Fear of change

The Concerns Based Adoption Model, or CBAM (Hall et al, 1973, p. 39), proposes that there are a predictable "hierarchy of concerns" which we encounter when trialling new processes at work. Hall et al's (1973) work began with observing student teachers, now being generalised to employees learning a new PC programme; to  turning a government agency into a Crown entity; or to management having to try to be more productive with fewer resources: the uncertainty we encounter in adopting new ideas is largely similar.

CBAM has three basic "Stages of Concern": (a) concern for self; (b) concern for task; and (c) concern for impact. Most organisations or employers tend to only allow for task concerns - if they get around to making any allowances at all (Hall et al, 1973). 

Interestingly, in the leadership field we still call employee resistance to change 'fear'. The term 'fear' carries an implicit emotional judgement. I suspect this may have come from the CBAM (Hall et al., 1973, 1974), and that we need to update our terminology - the CBA model is 50 years old, after all - as the fear label is probably not that helpful today.

The idea is that - and I suspect this springs from a rational, positivist stance of scientific management - the fear may be grounded in one of the following: self-interest (fear of personal loss); uncertainty (fear of the unknown); having different assessments and goals to the direction of the change; fear of failure within the new system; fearful of committing to the change (either out of loyalty to a resistant team, or anxiety about saying yes to an unknown); or fear of disapproval or success. That very last point I continue to find surprising: the "what happens if it is wildly successful?" one. Some people I have worked with as a consultant want things to move quietly so they can remain firmly in a 'known' growth model. Luckily, others seek the adrenaline ride of the 'just' managing, and overall perhaps the entire system balances.

The main drive over 'calling' out fear in employees was to then determine a strategy to move the organisation forward and accommodate the change. However, if management is resistant to hearing critique of proposed change (the organisation is fearful and resistant), then employee 'fear' may well become more entrenched and resistant.

True, open and trusting ako and hui leading to a real huarahi whakatau can only begin if both parties are genuine in wanting to reach compromise.

Sam

References:

Hall, G. E., Wallace Jr, R. C., & Dossett, W. (1973). A developmental conceptualization of the adoption process within educational institutions. Research and Development Center, The University of Texas at Austin. ERIC [Education Resources Information Center]. https://files.eric.ed.gov/fulltext/ED095126.pdf

Hall, G. E. (1974). The Concerns-Based Adoption Model: A Developmental Conceptualization of the Adoption Process Within Educational Institutions. ERIC [Education Resources Information Center]. https://files.eric.ed.gov/fulltext/ED111791.pdf