The Room of Denial
Written by Administrator   
When people are in this room you may hear them saying the following about change:
  • I agree things have to change but management needs to change first
  • It's OK to change but what about out computers, they are useless!
  • It's those people over there who are the trouble.
  • It's not my problem.
  • That's not my job.
People in this room deny they have ot change. They see someone else or some other group or things as the issue, eg the unions, the government, the procedures, the customers, the equipment, etc.

People who stay in this room are generally seen as negative, the people holding things back. Organisations who are in this room go broke quickly. Harley Davidson almost died as they stayed in this room for many years. They blamed American government for allowing the Japanese bike companies to flood the market and many of their customers for deserting them.

Energy levels in this room are evident but they are deadening. People feel drawn down by others, and there can be much energy used to try and get people out of denial by sheer force. Force in many cases does not work. Many people who are in the denial room may be scared of the change, they may feel lost as their connection to what they were as people or their skills becomes tenuous.

Some in this room may have experienced some lasting upset in the past connected with another change. They many have volunteered a good idea which may have been summarily knocked back. They may be hurting in many ways and hide the hurt or uncertainty by denying both their feelings and their part in the change.

As no positive change happens in the denial room, people need to move on to the next room.

Moving People out of Denial to Confusion

to move people out of denial they need to be mildly challenged about their behaviour - by questioning their behaviour, eg:
Are you aware that during our meeting on quality that you knocked down Fred, Mary's and John's ideas?
You say that all your ideas have been ifnored in the past. Have you considered using a different way to get your ideas across?
You say you're never listened to, what do you think you might be doing to stop people listening to you?
You say your workplace is ordinary to work in, what ideas have you got to improve it?
You say you're never told anything, what is it you want to be told and who could tell you that?
You say you're not communicated to, what is it you want and who may have the answer? How can you find out what you want?
You say your manager doesn't understand what you do or what your job is about - what have you done to let them know about your job?
You say your performance is not recognised - which part is not recognised? And have you told your manager you felt you're not recognised? How would you like to be recognised beyond your pay packet?


Moving people from denial to confusiuon can also involve:
  • Recognising that they may be angry, or hurt eg, "It seems to me that you are pissed off - is that right?"
  • Asking what they would like to do to feel better.
  • Asking what they would like to do to improve things.
 

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