Apply Phase-In Strategies to Triumph Over Uncertainty and Gain Acceptance

There has been and will continue to be a lot of uncertainty in the world, most of which is outside of our control. For example, economic, safety, and health factors have been key sources of uncertainty recently, followed closely by people’s comfort levels, trust, and confidence. Applying a phase-in strategy when implementing new changes during periods of high uncertainty will tilt the success factors in your direction.

What I appreciate most about using a phase-in strategy is the opportunity to gain acceptance from staff and constituents that might not be there when a new strategy, procedure, or policy is implemented without an adjustment period. Phase-in strategies enable you to receive feedback from those impacted, gaining trust and confidence as you proceed and making it more likely that change will be accepted and successful.

Phase-in strategies are multi-step implementation stages (Phase I, II and III) that start with an initial change stage (Phase I) and progress through completion stage (Phase III). Try not to have too many phases.

For major change initiatives, I find three phases work best, with the final phase reserved for full implementation. Sometimes two phases are practical when there are no general barriers to acceptance. Using four or more phases is exponentially more complicated and confusing, and typically becomes a barrier to change.

The three phases give individuals time to adjust to new procedures and policies, gain confidence that the process is inclusive through feedback opportunities and surveys, and smooth buy-in.

Begin by designing the final Phase III as the goal phase to meet expected outcomes. Then set up Phases I and II to progressively move implementation forward gaining comfort and trust in Phase I and adjustment and acceptance in Phase II.

Set up Phase I as the initial implementation stage, with the objective to experience change on a small scale and “test the waters.” Keep this phase short, with minimal change and with multiple opportunities to receive feedback. Next move to Phase II, which is close to the final Phase III but provides time to incorporate adjustments from continued feedback and observing performance results.

Let’s take a quick look at an example of a phase-in strategy.

Return to In-Office Work – This is a complicated process involving new strategies (strengthening the work environment), new procedures (providing a safe and productive in-person work protocols) and new policies (required in-office workdays with approved remote working opportunities). If the Phase III objective is a full return to in-office working with limited remote work opportunities, then Phase I objective could require 1 day per week in the office. The Phase II objective quickly increases to 3 days per week in the office. Finally, in Phase III there is a full return to in-office work. Phases I and II should include training to learn new procedures and recurring surveys to gain feedback.

Planning Tip – Make sure to have extensive feedback opportunities to share information on how each phase is progressing. Be as inclusive as possible by requesting feedback from a broad base of constituents (staff, senior management, volunteer leadership and others where appropriate). You want a feeling that all involved will have opportunities for input and not be excluded.

Finally, while it is important to be thoughtful with Phases I and II, you should move through these two phases relatively quickly to emphasize that these are just steps along the way to successfully meeting new goals.