The four rooms of change: this framework can help your team navigate change more easily
Change is inevitable when organizations grow. At Maliasili, we love using a simple framework to help us and our partners understand and manage the change process: the four rooms of change. The model was developed by Swedish psychologist, researcher and author, Dr. Claes Janssen.
The four rooms of change - contentment, denial, confusion, and renewal - can help individuals and teams go through change more comfortably and clearly, making it less painful or scary. It can make change more exciting.
This Reader delves into the experiences of a hypothetical conservation organization, Org X, and how they navigated change from an organizational perspective. We also share experiences from Dr. Moreangels Mbizah - a participant of the African Conservation Leadership Network (ACLN) - who describes how she recently handled change at an individual level.
These stories will demonstrate the practical application of the four rooms of change, and how at any one time, we’re always navigating through one of these rooms.
Org X was achieving commendable results, but was being held back from reaching its full potential without even realizing it.
Org X’s new hire, a Chief Conservation Officer, marked a turning point. This new team member brought a fresh perspective and recognized the need to review roles and responsibilities across the team. As they delved deeper, it became apparent that there were overlapping roles and a lack of clear structure impeding accountability. Many of the longer tenured senior leaders were unaware of the scale of the challenge and were, rightly, proud of the significant results they were achieving on the ground, which made it seem that everything was ‘okay’. However, as the negative impact on overstretched team members emerged, the team collectively acknowledged the necessity for change.
Agreeing on a solution proved challenging due to diverse perspectives and opinions among team members, creating conflict and moments of frustration. Uncertainty loomed, with concerns that a suitable organizational structure accommodating everyone's needs might never be found. Yet, the team's strong foundation of trust and respect kept them focused on the organization's best interests. Through a process that Maliasili facilitated, the contribution of ideas from all team members was encouraged, and they were able to forge a path forward. Org X has since implemented this revamped organizational framework with clarified roles, responsibilities, and reporting lines, empowering individuals and positioning the team for greater mission achievement.
Many leaders are often eager to grow their organizations and achieve even more impact, and Dr. Moreangels Mbizah wasn’t any different.
Dr. Mbizah is the inspiring founder of Wildlife Conservation Action (WCA), a Zimbabwean organization that fosters coexistence between people and wildlife, and one of Maliasili’s newest partners in southern Africa. The challenges WCA tackles in local communities are significant and pressing, and rightfully, Dr. Mbizah was determined to seize every opportunity to make a greater difference for both people and wildlife.
Reflecting on her experience, she shares:
"In the past year, I had been engaging with my team on our expansion plans. My strength lies in strategic thinking and envisioning possibilities, and I am always eager to seize opportunities and rapidly expand our impact. However, some team members and partners expressed concerns about overextending ourselves.
Initially, I dismissed their reservations, struggling to understand why they were hesitant to achieve more, including broadening our scope and expanding our team. Through leadership coaching, I gained valuable insights into my strengths and blind spots. It became clear that my optimistic nature sometimes caused me to overlook potential downsides others recognized. This newfound self-awareness prompted deep reflection on our expansion efforts and highlighted the importance of sustainable growth. Now, I am confident we made the right decision. During our strategic planning process a few months ago, I navigated through the four rooms of change with ease, embracing alternative options and realistic considerations. I now actively listen to diverse opinions, recognizing their value. I am aware of my tendencies toward denial and confusion, which prompts me to reflect and grow."
The four rooms of change and how they apply
Room 1
Contentment: The Comfort Zone
Organizations and leaders often find themselves in a state of contentment, where things appear to be functioning smoothly and conservation results are being achieved. In this ‘room,’ things are good and people often want to stay here. Something will usually have to nudge them to move into another room, usually a new desire or potential threat.
Org X was comfortable in this room, until the arrival of their Chief Conservation Officer who exposed the need for change despite initial defensiveness from other senior leaders.
In Dr. Mbizah’s case, her contentment room was that she had created new things, and growth and impact have been her 'sweet spot.' And understandably, she wanted to keep going down this path.
Getting out of the room of contentment required awareness, humility, and vulnerability to recognize the underlying challenges and move beyond them.
Room 2
Denial: Overcoming Blind Spots
You cannot go directly from contentment to renewal (if only life were that easy!).
Instead, most leaders and organizations go through a period of denial, where people resist the need for change and are unwilling or unable to see potential problems or opportunities ahead.
Dr. Mbizah’s enthusiasm for growth initially led to denial, dismissing concerns raised by others. However, through leadership training and self-reflection, she confronted her blind spots and gained a more comprehensive perspective, paving the way for progress.
Org X’s senior leaders lacked awareness and initially disregarded the magnitude of the challenges their organization faced. They took pride in their noteworthy accomplishments and were in denial about the existing problems.
Once you are aware of what you are in denial about, you are then in a position to do something about it.
Room 3
Confusion: Embracing Discomfort
The confusion and conflict room is characterized by uncertainty and anxiety. This is often the scariest room to be in and one in which people and teams may try to stay out of at all costs. Here, teams grapple with divergent opinions and search for innovative solutions. However, this room can be exciting since it is here where you can search for possibilities or a way out. The most appropriate things to do in this room are: get people together, focus on the future, and structure doable tasks.
Conservation Org X found themselves in this room during discussions about restructuring. Initially, finding a consensus seemed challenging, as team members held different perspectives. However, by fostering trust, respecting diverse viewpoints, and employing a facilitated process, the organization discovered an innovative new structure that clarified roles, enhanced accountability, and ignited renewed motivation.
As Dr. Mbizah found herself in this room, she grappled with why her team hesitated to push for more. There was tension and discomfort as her aspirations clashed with her team's sense of being stretched too thin. Yet, these conflicting viewpoints and challenges within this room become the breeding ground for a shared understanding of the way forward.
Don’t shy away from the space of confusion. This time allows an organization to wrestle with possibilities and see things from various perspectives.
Room 4
Renewal: Achieving the Better New
The renewal room represents the ultimate destination of change - a place of renewed vision and improved outcomes. Not everyone on the team gets to this room all the time perfectly, and that is okay. Sometimes, some people will be more in ‘renewal’ than others. But this happens for teams when there's a majority agreement.
Conservation Org X successfully transitioned to this room, reaping the benefits of their transformative journey.
Likewise, Dr. Mbizah, now equipped with self-awareness and a balanced approach, experienced renewal in her decision-making. She recognized the importance of considering diverse opinions, reflecting on possibilities, and making informed choices aligned with the organization's long-term goals.
By using the four rooms of change as a framework, organizations can better understand why individuals may find themselves in varying stages during a change process. Some may still be in denial, while others have already reached renewal and possess clarity on necessary changes. Embracing this model can alleviate fears and anxieties associated with change, as it highlights the normalcy of such experiences. Whether progress is swift or gradual, it is essential to acknowledge that we all have the potential to get stuck in a room at some point. However, by embracing this framework, organizations can navigate the rooms more effectively, fostering growth and adaptation.
Tip: Share this model with your team and practice using this language during a change process. For example, “I’m in the room of confusion. Things just aren’t coming together for me. I feel like you’ve moved onto renewal, but I haven’t caught up yet."
Learn more about the four rooms of change:
Visit the four rooms of change website here.
Here is a link to a very short video with an overview of the four rooms of change.
A link to an article that provides some useful information on the stages and how to move through them.