Leading Change Effectively

I see too many people trying to lead major change program with no way of knowing if their leadership is actually adding any value at all. I love to use the Stages of Concern model outline below as a lead indicator of how people are progressing throug a change process. I have outlined some of the thinking and issues with the stages of concern model below.

Stages of Concerns model was developed by Gene Hall and associates at the Research and Development Centre at the University of Texas at Austin to study and describe how organisations and individuals adopt innovations. Hall and associates discovered that change takes place as a process, rather than an event, and that each individual goes through predictable stages, each of which is characterised by specific questions, anxieties, or uncertainties about the particular innovation.

Stages of Concern makes several assumptions about change. It assumes that change:

• Is a process, not an event

• Is made by individuals first, then organisations

• Is a highly personal experience

• Entails developmental growth in feelings and skills

Stages of Concerns also assumes that intervention must be related to people first and innovation second.

There are seven stages on concern, they are:




In the Awareness Stage (0), there is little concern about or involvement with the innovation. A typical expression of concern at level 0 about the innovation would be “I am not concerned about it (the innovation)”

The Information Stage (1) involves a general awareness of the innovation and interest in learning more detail about it. The person seems not to be worried about self in relation to the innovation. There is an interest, in a selfless manner in substantive aspects of the innovation such as general characteristics, effects, and requirements for use. A typical expression of concern at stage 1 about the innovation would be “I would like to know more about it.”

In the Personal Stage (2), an individual is uncertain about the demands of the innovation, personal inadequacy to meet those demands, and your own role with the reward structure of the organisation. There is also uncertainty about decision making commitments. Financial or status implication of the program for self and colleagues may also be reflected. A typical expression of concern at stage 2 about the innovation would be “How will using it affect me?”

The Management Stage (3) is by the focus of attention on the processes and tasks of using the innovation and the best use of information and resources. Issues related to efficiency, organising, managing, scheduling, and time demands are utmost. A typical expression of concern at stage 3 about the innovation would be “I seem to be spending all my time in paperwork.”

In the Impact/Consequences Stage (4), attention is focused on the impact of the innovation on associates in the individuals immediate sphere of influence. The focus is on the relevance of the innovation for associates; evaluation of associate outcomes, including performance and competencies; and the changes needed to increase associate outcomes. A typical expression of concern at stage 4 about the innovation would be “How is my use affecting my associates?”

The Collaboration Stage (5) focuses attention on coordination and cooperation with others regarding use of the innovation. A typical expression of concern at level 5 about the innovation would be “I am concerned about relating what I am doing with what other managers are doing.”

In the Refocusing Stage (6), the focus is one of exploration of the more universal benefits from the innovation, including the possibility of major changes or replacement with a more powerful alternative. The individual has definite ideas about alternatives to the proposed or existing form of the innovation. A typical expression of concern at level 6 about the innovation would be “I have some ideas about something that would work even better”