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Resistance to change is an integral part of the change process.
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There is no impactful change without resistance.
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especially unwanted change,
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is akin to grief.
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We lose one state,
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whether it is a move,
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a change of leader,
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a change of tool,
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or of organization
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before finding another.
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The Swiss American psychiatrist Elisabeth Kubler Rose observed and
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formalized the different stages of the mourning process.
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Here is the curve,
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the stages of change adapted to companies.
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There are two axes a time axis and an efficiency axis,
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proving that change takes time
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and that efficiency can be impaired.
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The change consists of going from point A to point B.
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we can see that point B is higher than A
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because the objective of the change is to achieve a better situation.
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in the mind of the author or the leader of the change,
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one must go in a straight line from A to B.
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B being tomorrow.
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In practice it's rarely like that.
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When a change is announced,
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people are propelled to one of the stages of change on the curve.
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It is rare that change is welcomed without fear or dread.
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When the change is announced,
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there is a feeling of discomfort,
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and this is completely normal.
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don't feel guilty about being uncomfortable or
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seeing that your employees are uncomfortable.
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Step one of the curve denial.
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The change is announced.
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A mechanism of rejection sets in.
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We tend to minimize it.
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It won't happen or it won't happen now,
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so as I don't want to know about it.
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I'm not concerned.
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It won't change anything for me.
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At this stage of denial.
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Employees don't even want to see point B.
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Once the information is heard,
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the information that a will no longer exist.
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We keep protecting ourselves but through anger,
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often accompanied or even preceded by fear.
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It is good news to be in this phase.
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It is a sign that there has been a breakthrough after the denial.
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Anger can manifest itself in the form of argumentation.
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It's not going to work.
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I'm warning you,
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this is what will happen.
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Anger can be cold and manifest itself through sluggishness.
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I'll see your note when I have time,
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I'm going to have to do that at some point.
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They're gritting their teeth.
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Nothing is happening.
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can also take the form of revolt,
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calling for strike,
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holding the director hostage,
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by going against the company's interest,
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sometimes in the form of expert zeal,
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experts telling you,
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I did as you told me and you see it's not working.
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As the information of change makes its way,
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we often begin to haggle internally with ourselves.
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If I keep my job,
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I promise myself to be more invested.
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If our department moves,
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then I will resign.
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If management doesn't force us to change tools,
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If I get a 10% rise,
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then I will agree to.
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If you do not lay off any employees,
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then we will sign the agreement.
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Bargaining with oneself or with others does not always work.
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sadness or exhaustion.
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After resisting through denial.
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Anger and bargaining and getting what you
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could from it comes exhaustion or sadness.
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There is no more energy to resist.
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It has been burned out in the previous phases.
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The news of change is there inescapable,
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and it must be accepted.
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The loss of a of the old,
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whether it is a position,
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an organization,
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is irreconcilable.
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There is no point in fighting anymore.
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This phase is characterized by low energy,
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like a wounded animal that needs to regain its strength before continuing.
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In this phase there could be some tears or sick leaves or even depression.
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Teens feel abandoned and misunderstood by management.
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Work efficiency is low,
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not necessarily due to a lack of work ethic,
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but mainly due to a lack of momentum.
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We have understood we must go towards B
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even if we don't like the idea,
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and we don't know how to get there.
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At the end of this phase,
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the choice is made.
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the change will take place in the company or the department.
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Should I tag along or not?
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Should I take part or not?
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Choosing B means giving up A.
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During this phase,
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there is almost no more emotion.
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sadness are behind us.
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The choice can be made rationally.
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There will also be those who choose to resign or try or risk to get fired.
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Either they may accumulate work days off or they are present without being present.
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They cultivate anger or sadness.
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There's no place for them in this new organization that does not no longer fit them.
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There are those who accept to look towards me,
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who give up their old comfort,
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who let go of the past.
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To choose is to renounce.
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They can still work with nostalgia for the past,
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but this does not prevent them from acting.
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In a way this is where the morning really happens.
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A certain serenity is established
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and the energy to act begins to return.
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The emotional phase is behind us.
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We can now be more rational.
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discovery of meaning,
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It's only at this stage that performance improves again.
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The change starts making sense.
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We really try to understand it.
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We start looking for information,
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not to be reassured,
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but to know how to build
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leads to the elimination of your position.
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The way you go looking for information to find another
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job in the company will be much more constructive,
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nothing seemed to fit in job descriptions,
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you will start to pick up some things.
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You're getting into a condition
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where you can imagine the new organization,
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what B might look like in your job,
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organization or department.
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You start to draw an action plan in your head.
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Maybe it's going to be like this or like that.
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Then you move on to the next steps into action.
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You start experimenting with the knowledge that
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not all actions are always effective.
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No one knows the recipes.
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It's all about taking initiative and testing.
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You really commit yourself right down to the result.
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You adopt good habits until you reach success.
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You now know the curve of change with its seven stages,
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anger mixed with fear,
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exhaustion or sadness,
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integration and action.
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How can you support your teams through all these phases of change?
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Here is some management advice according to the following phase breakdown.
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acceptance and integration.
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to help get past phase 1.
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You will need to inform,
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repeat the message,
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clearly present the change why it is necessary and urgent,
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and what will remain unchanged.
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Encourage the expression and sharing of words and emotions with empathy
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without trying to be reassuring,
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which is useless at this stage where emotion must come out
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in this second phase of reassessment,
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the priority is to accompany.
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Continue to communicate about the change.
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Encourage exchanges,
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reflect together on the conditions of successful change
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and on the vision of the future.
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Value the right behavior.
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Individually accompany the most resistant employees.
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Stay focused without rush.
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In this third phase of remobilization,
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the priority is to encourage,
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congratulate the initiatives that go in the right direction.
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Continue to move forward through collective sharing,
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guide the reflection of the construction of the common project,
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the shared vision.
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Remain flexible and accept that everything is not perfect at first glance.
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in this phase 4 of re-engagement.
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The priority is to acknowledge and give meaning.
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Start looking at what has been accomplished and the goals achieved.
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Don't turn the page of change too quickly.
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Capitalize on successes and encourage
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your teams towards continuous improvement.
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As a conclusion to this change curve explanation,
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there is no change without the people.
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Be attentive to their natural resistances.
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They resist it because they are losing something
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or they think they are losing something.
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There is mourning to be done.
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Do not wage war against this resistance to change.
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Accompany people through the process.
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And avoid the Tarzan jump of wanting to go directly from point A to point B
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with a hyperpo discourse and a refusal for resistances and emotions.
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if the change is important,
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you and your team risk going back down the backslide
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or even taking everyone with you on a burnout.
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Going through all the stages is normal.
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These stages are more or less long for everyone.
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Sometimes you might go back to a previous stage.
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Entering the next stage is always good news.
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If an employee comes into my office angry and leaves in sadness,
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the meeting has been successful.
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I will then have to accompany them through the next step.
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