How to understand the likelihood of change being accepted

Recently, I was asked to facilitate a conversation about managing change — what a timely topic as my team goes through a remodeling project in one of our locations.

While doing research for the change conversation, I found a formula that I had not seen previously, which was popularized in the 1987 book, “Organizational Transitions: Managing Complex Change,” by Professors Richard Beckhard and Reuben T. Harris. In their book, the authors present an equation of how likely change will be accepted: C= D x V x F > R, or Change will happen when Dissatisfaction with the current circumstances and a clear Vision of a more compelling future and practical First steps (or a plan) are greater than the Resistance to change.

How can the change equation apply to us? Here, I will explain by using an example from my practice.

IDENTIFYING AN OPPORTUNITY

We had a staffing change a couple of years ago. As we do each time we have a staff member turnover, we asked the team whether we should do something differently or whether the division of duties should change. It’s an opportunity. One of our staff members, who has sat at the front desk for 30 years (20 at the same desk), mentioned she would like dual monitors for her computer, which would make her job easier. There is no room for dual monitors where she sits, but if she moved over one chair, we could easily accommodate her request, as that workspace was already set up for two monitors.

Her response? “I’ve sat in this same place for the last 20 years. I can’t possibly move over there.” We’ve teased her several times about this, but she continued sitting in the same space at the front desk. Clearly, she doesn’t like change.

Yet, my practice continually changes. For example, in the 20 years since the previous remodel, the number of staff have doubled. To accommodate the larger staff, we were left with no storage space for contact lenses, and a shortage of optical space.

PUTTING THE FORMULA INTO ACTION

We talked about remodeling for a few years but only recently figured out how to expand into the space next door. In other words, we had “Dissatisfaction” with our circumstances and a “Vision” of what the new space would look like when it was finished. And then, we created the “First steps” (or plan) of going through a structural wall in the busiest area of the office right next to the current front desk. Part of that plan was, in the interim, to see patients at our other location and remove ourselves from the dust and destruction.

Little did I know that we were following that formula for change. I thought we were just very convincing about why there should be an addition and why going through the mess would be worth it.

Of course, change is inevitable. Managing change can be your greatest asset to having a cohesive team and thriving practice.

OVERCOMING DISSATISFACTION

In the end, our staff member will have to accept the change — our “Dissatisfaction,” our “Vision,” and our “First steps” will be greater than the “resistance.” She’s currently working at an eight-foot folding table until the new front desk, with space for dual monitors, arrives. And she will have a new chair. I wonder how she will react to that. OM

DR. CARLSON was the first woman to serve as president of the American Optometric Association. Most recently, she was a 2019 recipient of Women of Optometry’s Theia Award for Leadership. In addition to her optometric leadership, Dr. Carlson is a 2020 graduate from the University of Jamestown, with a Master of Arts in Leadership, as well as a John Maxwell-certified speaker and trainer.