Bridging the Gap: Strategies for Implementing Change in Game Studios
Change is arduous and often unplanned for, posing significant challenges in both personal and organisational contexts. Increases the likelihood of successful adoption with a plan.
Throughout my three-decade career as a producer, one common denominator rings clear: change is complex and rarely planned for.
Why is change so daunting? It often pushes people out of their comfort zones. Humans naturally gravitate towards routine and predictability, making anything new seem intimidating or overwhelming. Furthermore, change involves navigating the unknown, and this uncertainty can be challenging to manage. It’s a classic case of the human brain favouring the known over the unknown.
Historically, research on change and its effects primarily focused on our responses to uncertainty and stress. For instance, in the 1940s, psychologist Kurt Lewin developed the “change management model” (unfreeze-change-refreeze), illustrating the stages people undergo in adapting to change. Lewin’s contributions were fundamental in understanding resistance to change.
Another significant figure is Hans Selye, who, in the 1930s, researched stress, introducing the concept of “General Adaptation Syndrome” (GAS). He demonstrated that stress, a common byproduct of change, initiates a biological reaction involving alarm, resistance, and exhaustion stages.
These early studies paved the way for extensive research into understanding change challenges and strategies for better management. The field has evolved significantly, but these early researchers set the foundation.
So, if we possess such deep insights into change, why do we often falter in implementing institutional change, especially in creative environments like studios? Consider how often teams are instructed to adopt Scrum or Agile methodologies, or post-acquisition, are expected to conform to the ‘mothership’ way of doing things. I propose a different approach to conceptualising change, especially in managing it from a studio operational standpoint: the transformation adoption model.
The impact of change:
Before exploring the model, it’s crucial to discuss the effects of change on both individuals and the organisation. Gaining a deeper understanding of these impacts enhances change management strategies through a more empathetic approach. First, consider the impact on the individual through the lens of the Change Curve.
Impact on the individual:
The Change Curve, originally conceptualised in the 1960s by Elisabeth Kubler-Ross, was initially a framework to describe the grieving process. Over time, it evolved into a widely recognised tool for understanding responses to significant changes or disruptions. Kubler-Ross’s initial model outlined a five-stage process of grief experienced by terminally ill patients upon learning of their condition. She later suggested that this model could be universally applied to substantial life-altering events. By the 1980s, the Change Curve had become integral to change management strategies. This curve, along with the emotional responses it encompasses, serves as a predictor for how the announcement and implementation of significant changes might impact performance.
The original five stages of grief – denial, anger, bargaining, depression, and acceptance – have evolved over the years. There are numerous iterations of the curve, but most commonly, they consist of the following basic emotions grouped into three distinct transitional stages.
Stage 1 – Shock and denial The initial response to change is typically shock, which, though often brief, can lead to a slowdown in productivity. Performance may sharply decline, usually confident and decisive individuals may seek more guidance, and deadlines could be missed. This shock is often due to a lack of information, fear of the unknown, or fear of appearing incompetent. After the initial shock, denial is standard, with a focus on the past and a belief that things were fine as they were, raising questions about the need for change. Feelings of comfort with the status quo, feeling threatened, or fear of failure are prevalent. Those inexperienced with significant changes might convince themselves that the change won’t happen or affect them. Performance often rebounds to pre-change levels as people continue their routines, possibly denying or avoiding engagement with the change. It is crucial to communicate effectively at this stage, clarifying the change and its impact while offering reassurance.
Stage 2 – Anger and depression Following shock and denial, anger usually surfaces, often with a scapegoat identified, be it an organisation, group, or individual. This scapegoating allows the continuation of denial by shifting focus to others. Feelings of suspicion, scepticism, and frustration are common. Morale typically dips, and anxiety and self-doubt peak as the reality of the change sets in. This stage may involve apathy, isolation, and remoteness, with low performance and a tendency to fixate on minor issues. Recognising and validating these emotions as standard parts of the Change Curve can offer stability and aid the transition to the final stage.
Stage 3 – Acceptance and integration Emerging from the darker emotions of stage two, a more optimistic outlook develops. Accepting the inevitable change leads to working with, rather than against, the new circumstances. Thoughts turn to new opportunities and relief at having weathered the change. The focus shifts to the future, with acceptance, hope, and trust as the prevailing emotions. Energy and productivity start recovering, and curiosity about new possibilities arises. Everyday conversations resume, often with a touch of humour about earlier reactions. Assigning specific tasks and responsibilities and regular progress updates and praise solidifies this positive mood. However, a sudden drop in support can cause a regression to earlier stages.
Individual reactions: People’s response to change is unique; not everyone will experience every phase. Some might linger initially, while others, more accustomed to change, may quickly progress to acceptance. Although moving from stage 1 to stage 3 is common, there is no set sequence. People experiencing the exact change will travel at their own pace, reaching each stage at different times.
The Change Curve is invaluable in managing change at individual and team levels. Understanding an individual’s position on the curve aids in determining the timing and manner of communication, the level of support needed, and the most opportune moment for implementing final changes. Equipping individuals with the awareness that their experiences and emotions are shared and understood by others is a critical strategy in facilitating a smooth and less painful return to peak performance.
Impact on the organisation:
Organisational change, a necessary aspect of growth and adaptation, brings a multitude of impacts on both the workforce and the organisation itself. One of the most immediate effects is on employee morale and engagement. Such changes can create uncertainty among staff, leading to fluctuations in morale. How the change is perceived can either enhance job satisfaction and engagement or lead to a decline.
Another significant impact is seen in productivity. As employees grapple with new processes or systems, there’s often an initial drop in productivity. However, once the adjustment period is over, productivity can rise notably. Accompanying this shift is the common occurrence of resistance to change. Employees might feel insecure or unsure about the benefits of change, leading to anything from subtle non-compliance to outright opposition.
The dynamics of communication also transform. Effective communication becomes paramount; without it, misinformation and rumours can cause anxiety, while clear and transparent communication can ease the transition. Alongside these communication challenges, employees often experience increased stress and workload. Adapting to new roles or acquiring new skills can be a source of significant stress.
Organisational change can also usher in cultural shifts within the company. These shifts might be an intentional or unintended consequence of the change process. This culture change can affect employee retention and turnover rates. Poorly managed change might lead to higher turnover, whereas well-executed change can align the organisation’s direction more closely with employee values, improving retention.
Leadership and management face their own set of challenges during periods of change. Their ability to navigate and guide their teams through these times is crucial to successfully implementing change. Moreover, the financial implications of organisational change are substantial. Costs associated with the change process and potential impacts on revenue during transition periods can significantly affect the organisation’s financial health.
On a positive note, change often catalyses innovation and growth. It can present new opportunities, open new markets, and pave the way for fresh strategies, ensuring the organisation remains competitive and relevant. Understanding and managing these impacts is critical for effective change management, ensuring that employee needs and organisational goals are appropriately balanced and addressed.
Crossing the chasm:
The Transformation Adoption Model is a conceptual framework used to understand and guide the process of adopting new technologies, practices, or methodologies within an organisation. A single individual or organisation didn’t create the model. It’s a general concept used in change management, so it’s evolved through contributions from various business and management theorists. It draws inspiration from Everett Rogers’ Diffusion of Innovations theory, which explains how, why, and at what rate new ideas and technology spread and Geoffrey Moore’s Crossing the Chasm theory, which focuses on the marketing of high-tech products to mainstream customers. The model typically categorises adopters into innovators, early adopters, early majority, late majority, and laggards and outlines strategies for effectively navigating the challenges associated with each adoption stage. This model is particularly relevant in Agile transformations, which can be used to strategise adopting Agile practices across different organisational groups.
The discussion of Agile transformation is presented through two distinct interpretations. The first, an Agile-focused interpretation, commonly concentrates on the specifics of Agile methodologies like Scrum and Kanban. However, this approach frequently misses the enormous scope of transformation, which can lead to its failure. The second interpretation, which is transformation-focused, tends to be more successful. It acknowledges the significance of Agile principles but emphasises the overarching process of transformation itself. Crucially, the talk does not delve into the minutiae of Agile practices or tools but instead centres on the broader theme of organisational change.
The adoption model provides a framework to understand how different organisational groups adopt changes during an Agile transformation. It segments adopters into five categories:
Innovators: This group represents a small portion of the organisation. They are adventurous, eager to try new technologies or practices, and can cope with high uncertainty. Innovators are highly risk-tolerant and often involved in pilot projects. However, their tendency to fail often can cost them credibility among other groups.
Early Adopters: Similar to innovators but with notable differences. They are respected opinion leaders within the organisation and are attracted to new technologies for their novelty and the potential big wins they might bring. Early adopters are role models for others and are crucial in setting organisational trends.
Early Majority: These individuals are more cautious than the first two groups. They prefer evidence of early adopters’ success before committing to the change. The early majority needs more assurance and support as they are less tolerant of risk and uncertainty.
Late Majority: This group is even more cautious and sceptical about new changes. They require substantial evidence that the new approach works and is beneficial before adopting it. The late majority is not risk-tolerant and prefers incremental improvements over radical changes.
Laggards: The last group to adopt change, laggards are highly resistant and may only adopt new methods when necessary. They are highly risk-averse and prefer to stick with familiar methods.
Geoffrey Moore’s significant contribution to this model is the concept of the “Chasm” – the gap between early adopters and the early majority. Crossing this chasm is crucial for any change to become widely accepted within an organisation. The chasm represents the significant difference in mindset and risk acceptance between early adopters (who are more open to new ideas and willing to take risks) and the early majority (who are more cautious and need proven examples before adopting new practices).
Adoption of the model:
The adoption model holds significant implications for Agile transformations, profoundly impacting how these transformations are approached and implemented. A critical aspect of this model is the understanding that each group within an organisation has different needs and requires varied support and incentives. For example, early adopters might flourish with the minimum permission to proceed. In contrast, later adopters often form the majority and need more explicit permission, encouragement, training, and tangible evidence of previous successes to commit to the transformation process fully.
A common pitfall in this journey is the potential misinterpretation of early successes. Often, pilot projects are led by innovators and early adopters, whose enthusiasm and capacity to succeed with minimal support might paint an overly optimistic picture of the overall organisational readiness for change. This scenario can be misleading as it doesn’t necessarily reflect the attitude or readiness of the entire organisation towards embracing significant changes.
One of the most overlooked aspects of Agile transformations is the support required for later adopters. These individuals, who constitute a significant portion of the organisation, often need substantial support, incentives, and proof of success to engage with and accept the transformation fully. Their buy-in is crucial for successfully implementing Agile methodologies across the organisation.
Strategic planning is essential for the success of Agile transformations. Planning thoughtfully for each stage of the adoption curve is crucial, ensuring that each group’s unique needs and concerns are addressed. This helps facilitate a smoother transition for the entire organisation and enhances the overall effectiveness of the transformation. By understanding and applying this adoption model, organisations can significantly improve the efficacy of their Agile transformations, considering the varying needs and attitudes towards change across different segments of their teams.
Overlooked aspects of the model to consider:
Reflecting on the comprehensive understanding of change and its challenges, especially in creative environments like studios, there are integral yet often overlooked aspects. One such area is the underestimation of cultural inertia. The focus in change management tends to be on processes and systems. At the same time, the deep-seated attitudes, values, and norms that persist within an organisation, often subtly undermining new initiatives, are overlooked. In a studio setting, where creativity and innovation are paramount, the existing culture can either catalyse embracing change or act as a significant barrier.
Another critical aspect is the role of informal networks within organisations. Formal change management strategies sometimes fail to acknowledge the power of these networks, built on personal relationships and shared experiences, which can significantly influence how change is perceived and adopted at the grassroots level. These informal networks can be incredibly influential in creative industries like film or game production, as they often drive the underlying creativity and problem-solving processes.
There’s also the paradox of change in creative environments to consider. On one hand, creativity thrives on novelty and disruption; on the other, too much change can disrupt the delicate balance needed for creative work. This paradox necessitates a nuanced approach to change management, balancing the need for fresh ideas and perspectives with the stability that creative professionals require.
The importance of emotional intelligence in leadership during times of change is often undervalued. The ability to empathise, understand, and manage not just one’s emotions but also those of others can be a crucial factor in how change is navigated. Emotional intelligence becomes even more significant in creative settings, where inspirational and artistic sensibilities are often more pronounced.
Additionally, the common but often unspoken belief is that change can be entirely controlled and managed. Change usually has its dynamics, and unexpected variables can arise. This is particularly true in creative industries, where outcomes are unpredictable. Accepting that some aspects of change are beyond complete control and learning to adapt flexibly can be more effective than rigidly managing every detail.
Lastly, in content creation and media production, the power of storytelling as a tool for facilitating change is sometimes overlooked. Stories can connect with people emotionally, making them a powerful tool for communicating the vision and purpose behind a change initiative. In a studio environment, where storytelling is a core competency, leveraging this skill can be a unique and effective way to drive change.
These perspectives offer a deeper, more nuanced understanding of change, particularly in creative and studio environments. Recognising these less apparent aspects can enhance the effectiveness of change management strategies, aligning them more closely with the unique challenges and opportunities in these settings.
Benefits of adoption:
The business of employing the transformation adoption model, particularly in the context of Agile transformations, is multifaceted and significant:
Tailored Change Management Strategies: The model allows for developing customised strategies to manage change effectively within different organisation segments. By understanding the unique characteristics and needs of each adopter category (innovators, early adopters, early majority, late majority, and laggards), a studio can design and implement change initiatives that are more likely to be successful.
Enhanced Adoption Rates: Recognising the differences between early adopters and the early majority, particularly the challenges of crossing the ‘Chasm’, helps studios to create targeted approaches to encourage wider adoption. This understanding can lead to higher adoption rates of new methodologies or technologies across the organisation.
Improved Risk Management: The model facilitates better risk management during transformation processes. By identifying each group’s different risk tolerances and attitudes towards change, studios can mitigate potential resistance and reduce the likelihood of failure in implementing new practices.
Efficient Resource Allocation: Understanding the different needs of each group enables more efficient allocation of resources. For example, innovators might require less support than the late majority, who may need more hands-on guidance and evidence of successful implementation. This tailored approach ensures resources are used where they are most needed.
Increased Credibility and Buy-In: Successfully managing the early stages of adoption with innovators and early adopters can create credible success stories and role models within the organisation. This can facilitate buy-in from the more sceptical late majority and laggards, as they see tangible evidence of the benefits and feasibility of the new methods.
Sustained Organisational Change: By addressing the needs of each group within the adoption curve, studios can ensure a more sustained and embedded organisational change. This comprehensive approach reduces the likelihood of new practices being abandoned or failing to take root within the studio culture.
Strategic Agility: The model provides a strategic framework to navigate the complexities of Agile transformations. It encourages a proactive rather than reactive approach to change, allowing studios to plan and anticipate different challenges and opportunities at each stage of the adoption process.
Closing thoughts:
In conclusion, as we traverse the intricate landscape of change within the dynamic world of studio production, it’s essential to embrace change as a necessity and an opportunity for growth and innovation. The journey, laden with challenges and uncertainties, also presents a chance to redefine the norms, innovate, and emerge stronger. We can navigate change more effectively by acknowledging the subtle yet powerful undercurrents. The key lies in harnessing the collective strengths of diverse groups within the studio, from the bold innovators to the cautious laggards, each playing a critical role in the transformation journey. As we adopt a more empathetic, emotionally intelligent approach to leadership, we manage change and inspire and lead it. This transformation adoption model, therefore, isn’t just a strategy; it’s a blueprint for fostering a culture of agility, resilience, and continual evolution, ensuring that, as studios and creators, we remain at the forefront of innovation and excellence.