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Introduction
The ‘Bergson Iceberg Theory’, widely known as ‘Change Management Iceberg Theory’, is widely applicable in the field of change management. It was first proposed by psychologist Kurt Bergson in 1924 to explain the psychological factors that occurred when people encountered change and the emotional state of people when facing change. The idea behind the theory is that most people cannot articulate or explain why they are resistant to change, and therefore they resort to emotional reactions such as anger, frustration and fear. It also suggests that the underlying reasons are rarely expressed in a rational manner, as they may be difficult to identify.
The Theory
The basic idea behind the Change Management Iceberg Theory is that much of the resistance to change is an emotional response. The resistance to change is the ‘tip of the iceberg’, the part of the problem that can easily be seen and identified. This is usually expressed in the form of outwardly expressed emotions such as anger or frustration. What lies beneath, the hidden ‘iceberg’ of resistance is the deeper emotional, physiological and cognitive responses to the change. These hidden responses are the real cause of resistance to change and are often difficult to determine and understand.
The theory has two components: the visible and the hidden. The visible component is the reaction that people often display when faced with change. It can be classified into four groups: passive avoidance, active avoidance, anger and passive acceptance.
The hidden component is composed of three elements: the cognitive, physiological and emotional responses. Cognitive responses refer to the way in which people’s minds process, analyze and interpret information and ideas. Physiological responses refer to the physical responses that people experience when faced with change such as increased blood pressure or heart rate, sweating and trembling. Finally, emotional responses refer to the feelings of anxiety, fear or even depression.
Conclusion
The Change Management Iceberg Theory has proved to be an effective and useful tool to help managers understand the underlying reasons for resistance to change, as well as to provide strategies to manage it. The theory explains that the visible responses to change, such as anger and frustration, are only the tip of the iceberg. The hidden component, which includes cognitive, physiological and emotional responses, is the real cause of resistance and must be addressed appropriately in order to effectively manage change. By understanding the Iceberg Theory, managers can develop strategies to manage the resistance to change in a more effective manner.
