The importance of understanding stages of change
People often turn to HR professionals to discuss their frustrations with their career and what they perceive to be the organizational barriers preventing progress. I feel the weight of expectations in these meetings that I will be able to solve the problems presented even though they may be rooted in relationship or personality issues. My normal approach is to make sure that I can dedicate uninterrupted, focussed time to them and to discover what I can do to help and also how I can support the person looking for help to help themselves. Sometimes I am puzzled when the person for whom the conversation seemed so urgent and important at its outset seems hesitant to take action at its end. Moreover, they are not eager for me to take action on their behalf. It is as if they are not ready to make any changes in spite of expressing strong motivations to do so.
Prochaska’s model of change can be very useful to understand people’s readiness to make significant changes in their lives. His research makes clear that change is not a one off event but a process that unfolds over time in a series of stages:
Precontemplation: there is no motivation to change in the next 6 months or so.
Contemplation: there is some intention to change sometime in the future but it is still accompanied by considerable ambivalence.
Preparation: there is an intention to change within the next month and some preparatory action is being taken.
Action: there is visible change in behaviour.
Maintenance: new behaviours are being practiced but there is emphasis on not relapsing to old ones.
Termination: there is no longer any temptation to revert to old behaviours and a sense of self control prevails.
What helps
Understanding that dedicating high quality time to an employee as they discuss their concerns is as valuable as any other action that you can take. You may be supporting them with the first 3 stages of change.
Recognizing that people can be at many stages on their journey to change and that your support needs to be adapted to the stage they are at to be effective.
Listening without judgement and leaving the door open for further conversations if needed
Resources
Prochaska, J. O. Norcross J.C and Di Clemente, C.C.., ‘Changing for Good’ (1994) William Morrow.
