The Valley of Despair
Navigating the human psychology of change
Change is a natural part of life and business. Yet, the journey of adapting to change is rarely easy.
Psychologists have come to learn that our human response to change requires a difficult passage through the ‘Valley of Despair’. That is, before things get better, there will be a predictable period of time filled with uncertainty, resistance, and loss. The same is true in the business context.
Unfortunately, the management of this crucial transition phase is where many organizations fall flat.
So, what can we do about this? Understanding the psychological realities of the Valley of Despair and planning for it will alleviate two major symptoms of any change:
It will reduce the severity of reaction to the change
It will shorten the period of disruption caused by the change
In other words, anticipating the ‘Valley of Despair’ enables you to flatten the curve of organizational pain and accelerate progress towards a more productive future.
All organizational changes require a trip through the Valley of Despair.
Today, I'm going to give you a simple mental framework for navigating this terrain effectively.
Using this framework, you’ll be able to better arm yourself and your company to manage change (I’m going to skip the corporate jargon and give you this in plain English).
Navigating the Valley of Despair
Navigating the Valley of Despair involves two crucial stages: Detaching from the old and Reattaching to the new. How we manage these entry and exit points determines our ability to lead change effectively.
We must first detach from the old before we can reattach to the new. The Valley of Despair is the space in between.
Stage #1: Detachment from the Old
The journey into the valley begins with letting go.
This period is like a classic breakup. If you feel a sense of betrayal or blame, you’ll fixate on the ‘loss’. Instead of moving on, you’ll linger in despair, wondering what could have gone differently.
Rather, the change underway should take shape as a sigh of relief.
To promote an effective detachment phase, paint a vivid picture of the benefits and opportunities that this change will bring. It needs to feel like something worth buying-in to. Make sure everyone has a crystalized understanding of the why and what they stand to gain.
This framing will lead to a more pleasant descent into the valley (we’re aiming for the kiddie rollercoaster, not the tower of terror).
Stage #2: Reattachment to the New
The journey out of the valley culminates with embracing the new.
If blame or betrayal plunges you deeper into the valley (severity of reaction), helplessness and uncertainty will keep you there longer (length of disruption). People have needs, and their needs must be met in order to exit the valley.
Note: these needs are always underestimated, so over-index on providing support.
Check in consistently with those impacted, ensuring their voices are heard and they have what they need to embrace the warm new reality. Engaging, listening, and addressing concerns will create a sense of comradery and ownership.
As a leader, your role is to pull your team out of the valley by tracking wins and showcasing success along the way.
Final Thoughts
The Valley of Despair, though challenging terrain, can be traversed by using this framework as a map. After all, we know this path is inevitable. All organizational changes require a trip through the Valley of Despair. As leaders, understanding and orienting to the psychological aspects of change can help 'flatten the curve’, ensuring a successful voyage through the valley.