Disruption provides an opportunity to question and compare current procedures to future needs. It also presents an opportunity to determine which processes might need to be restructured or realigned.

Organizations, just like individuals, will redirect effort and energy only when the internal and external systems are ready. The challenge is to get everyone ready at the same time. Keep that thought in mind as you review the strategies detailed below.

Over the Horizon: This evolutionary strategy is also referred to as long-range planning because it implies that things will be different in the future. This long view allows people time to absorb the potential effects of disruption before anything serious happens. Participants have time to consider how the reforms may affect them individually and collectively. Opportunities are provided for people to share their concerns with management. Periodically, the plans are modified, and accommodations are made to ensure buy-in prior to implementation.

On the Edge: This pragmatic strategy is sometimes called transition planning. It has a fixed time frame with specific commencement and completion dates usually measured in shorter increments. The bottom line is brought into focus as costs and profits are scrutinized. Attention is directed to the rate of return. Marginal products and services are dropped or put on hold. Performance expectations and productivity targets are aligned to match revenue forecasts. This strategy often is tied to the quarterly budget cycle, and it usually engages the entire organization.

Bet the Future: This reactive strategy is referred to as downsizing, reorganizing, or restructuring. The purpose is immediate transformation—here today, gone tomorrow. Actions include drastic cutbacks, massive layoffs, and multiple branch closures. Whole industries are relocated in pursuit of lower costs. Usually kept under close wraps until the last minute, this strategy catches people by surprise and sends shock waves throughout the organization. When used to preserve what’s still viable, the benefits can be immediate.

People React to Disruption in three ways:

1. Proactive people are progressive in their approach. They tend to value innovation and respond positively to suggestions for improvement. They seek difficult challenges, collective concerns, and personal criticisms. Their most notable characteristics are that they anticipate disruption, take initiative, solve problems, and seek growth opportunities.

2. Reactive people are negative and tend to openly resist anything new. Their survival instinct is strong, and they are quick to feel threatened by disruption. These individuals avoid responsibility and, when things go wrong, they shift the blame to others. Their most notable characteristics are objections, obstruction, gossip, and covert sabotage.

3. Inactive people are neutral in their response. They maintain a “take it or leave it” attitude and avoid upsetting the status quo by dodging difficult issues. They accept reform only when they see proof that it’s working. Their most notable characteristics are fence-sitting, reluctant approval, qualified support, and conditional agreements.

Watch closely the next time a disruption occurs, and you’ll notice that most people become inactive while watching the struggle between the proactive and resistive forces. They sit on the fence until they see evidence that a response is taking shape and management plans to act.

You’ll know the response to disruption is having a positive impact when those around you are discussing the benefits of doing the right things the right way for the right reasons. It’s at this point that the disruption takes on a life of its own and begins to unfold naturally.