Developmental Stages of Change Leaders

Reviewing Miller's Stages of Change Benefits (page 269, Table 8.2) which stage would you consider yourself in and what can you do to get to the next level?

Stage 1 - Novice

Beliefs: People will change once they understand the logic of the change. People can be told to change. As a result, clear communication is key.

Underlying is the assumption that people are rational and will follow their self-interest once it is revealed to them. Alternately, power and sanctions will ensure compliance.

Stage 2 - Junior

Beliefs: People change through powerful communication and symbolism. Change planning will include the use of symbols and group meetings.

Underlying is the assumption that people will change if they are "sold" on the beliefs. Again, failing this, the organization can use power and/or sanctions.

Stage 3 - Experienced

Beliefs: People may not be willing or able or ready to change. As a result, change leaders will enlist specialists to design a change plan and the leaders will work at change but resist modifying their own vision.

Underlying is the assumption that the ideal state is where people will become committed to change. Otherwise, power and sanctions must be used.

Stage 4 - Expert

Beliefs: People have a limited capacity to absorb change and may not be willing, able, or ready to change as you wish. Thinking through how to change the people is central to the implementation of change.

Underlying is the assumption that commitment for change must be built and that power or sanctions have major limitations in achieving change and building organizational capacity.