The document discusses the concept of change and provides definitions and examples. It defines change as meaning to cause to be different, to transform, to interchange, to exchange or replace, to abandon or switch, and to transfer between conveyances. It then discusses understanding change management as a strategic skill and learning to be adaptable. It outlines experiencing a change scenario and identifying reactions, reviewing transitions of change, communication tips, helping team members through change, focusing locus of control and building resilience, reviewing emotion and resistance to change, and overcoming resistance to change.
Change is inevitable and affects organizations, customers, and employees. There are external factors like economic conditions and internal decisions that drive organizational change. To effectively manage change, leaders should develop scenarios of potential changes, proactively meet with stakeholders and employees to understand how changes will impact them, and view change as a constant and necessary part of business.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
Change management involves preparing for, managing, and reinforcing organizational changes. It requires the involvement of project teams, senior leaders, managers, and employees. There are typically three phases: preparing for change by defining strategies and teams, managing change through implementation plans, and reinforcing change by collecting feedback and celebrating successes. The ADKAR model outlines five aspects for successful change: awareness, desire, knowledge, ability, and reinforcement. Change management connects activities like communication and training to business results through achieving ADKAR.
Most supervisors under-communicate during times of change and feel they must hoard information, but over-communication is needed to alleviate employees' fears. When managing change or problems, supervisors should recognize the issue, analyze its root cause with employees, and involve employees in solving it. Supervisors should communicate about changes as far in advance as possible, include employee ideas, provide details, offer training, listen to concerns, get buy-in, pay attention to those resistant to change, recognize progress, and encourage creativity and a positive view of change.
This document discusses how change is inevitable but we can control our attitude towards it. It identifies four typical responses to change - deny, resist/react, explore, and commit. While denying or resisting change tends to involve negative feelings, exploring possibilities and committing to change with focus and cooperation allows one to see opportunities during times of change. The document encourages developing a willingness to learn and accepting that having the right attitude is important for dealing with change.
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
The document discusses organizational change and provides models for managing change, providing feedback, resolving conflict, and assigning group roles and responsibilities. It outlines Kotter's 8-step change model for creating urgency, building a coalition, developing a vision, communicating the vision, removing obstacles, creating short-term wins, building on changes, and anchoring changes in the organizational culture. It also describes the GROW model for goal setting, examining current reality, exploring options, and establishing willingness when providing feedback. Additionally, it outlines an IRB approach and the RACI model for assigning responsibilities to roles in a group.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.
The document discusses managing change and outlines several models for understanding and navigating change processes. It begins by defining different types of change and explaining that change management involves addressing both tangible and intangible aspects. It then covers the William Bridges transition model of endings, a neutral zone, and new beginnings. Additional sections provide an overview of roles in change management projects, challenges to change like resistance, and strategies for managing resistance.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively.
2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing.
3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.
The role of HR in managing climate change in the workplaceGerry Treuren
The document discusses the role of HR in managing environmental changes in the workplace due to climate change. It states that HR must act as a strategic partner and change agent to meet four key challenges: developing a workforce with the skills to build green technologies, cultivating employees with the skills to implement these technologies, building a workforce sufficient to meet global demand, and retaining employees with the right skills while motivating climate-efficient behaviors.
For a Knowledge Management Round Table, Melbourne. An exploration workshop into using design thinking to support workplace change coupled with digital technologies.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
Implications of Change on Workplace LearningBill Stirling
The document discusses changes in the workplace including greater use of technology, higher skills requirements, and workforce challenges. It notes that every job now requires digital skills and even entry-level positions require a base level of technical proficiency. Employers face tight labor supply and skills shortages that constrain growth. In-demand skills include problem-solving, technical abilities, communication skills, and adaptability. The implications are a need for continuous learning, emphasis on soft skills, and investing in training to develop the workforce.
Vortrag auf der Werkstättenmesse 2013 in Nürnberg
Die Gegenwart:
● Zahlen und Fakten – soweit vorhanden
● Wie wurden und bleiben Werkstätten mit
Eigenprodukten erfolgreich
Die Zukunft:
● Die soziale Herkunft wird zum Verkaufsargument
This document summarizes a presentation given by Heidi Alexandra Pollard on transforming toxic workplace cultures. The presentation discusses how workplace cultures are impacted by trends in work, social life, and technology. It provides tips for leaders to develop their emotional intelligence and shift their company culture, such as using body language to introduce people positively. The presentation also outlines seven steps for having difficult conversations and emphasizes that developing people is key to improving organizational culture and business metrics.
Creating 'Intentional Culture in the Workplace’ G&A Partners
Workplaces can either accidentally wind up with a culture, the normal way a work group behaves, or workplaces can be intentional about building a culture that truly represents who they are and aspire to be.
It’s all about knowing your values and choosing to emphasize those behaviors that put your values into action. In this webinar you will learn:
- How to identify your company’s key values and current culture
- How to be intentional about designing a workplace culture that is right for your team
- 8 common practices you can implement at your workplace that are foundational for building a fully engaged team
Company culture matters. Learn how to organically foster a culture that will help with employee retention and the bottom line with Clare Coonan of Five Degrees Consulting.
Looking for more HR and business development training and help? Visit us at www.gnapartners.com
HR plays a key role in managing organizational change in 3 ways:
1) Analyzing the current state of the organization and communicating business needs to employees to ensure they embrace change.
2) Planning and implementing training, rewards, communication, and other HR practices to develop employees' ability to adapt to change.
3) Managing employee resistance, anticipating problems from changes like downsizing, and encouraging organization-wide participation in change efforts.
"Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm." Peter Drucker. Management Challenges for the 21st Century (1999). This power point was created for a Lifestage training used to help employees in organizations understand and manage the emotional and psychological impact of workplace change.
The document discusses workplace change management and understanding how changes impact employee behavior. It addresses how biases, habits, and communication influence how individuals respond to changes. The presentation aims to provide principles for effectively planning and managing workplace changes in order to decrease resistance to changes, minimize the time needed to realize benefits, and encourage employee ownership of outcomes.
Workforce diversity refers to differences among employees in terms of attributes like age, culture, abilities, race, religion and gender. Diversity is important for several reasons including compliance with anti-discrimination laws, recognition that different perspectives are valuable, and operating in an increasingly multicultural world. Benefits of diversity include access to a broader talent pool, innovation, improved performance and reputation, and understanding diverse client bases. Organizations can promote diversity through inclusive hiring and promotion practices, diversity training, leadership by example, and employee benefits conducive to retaining diverse employees.
The document discusses how designing workspaces to encourage collaboration and engagement can positively impact employees and business outcomes. It provides several examples of projects where integrating employees in the design process, including open floor plans, lounge areas, and temporary collaborative spaces, led to higher worker engagement, productivity, and satisfaction with the work environment. The key message is that prioritizing collaboration in workspace design, through techniques like integrated project delivery, can foster innovation and better outcomes for both employees and clients.
Adapting to Generational Change in the WorkplaceTJ Baloga
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
Generational Divide Managing Motivating Multigenerational Talent Of WorkplaceKella Price
The document discusses managing and motivating multigenerational workforces. It outlines the different generations currently in the workforce (Silent Generation, Baby Boomers, Gen X, Gen Y) and how their work styles, learning preferences, and needs differ. The presentation provides tools for engaging different generations, such as social networking, blogging, and virtual worlds. It emphasizes understanding generational differences to improve communication, recruitment, motivation and productivity across age groups.
In this report, we look at five key changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizational transition to adapt to them.
The document discusses key concepts in management including the four main functions of planning, organizing, leading, and controlling. It describes organizational effectiveness as achieving goals, and efficiency as using minimal resources to produce output. Different management types and skills are defined, as well as the roles managers perform. The transition to a new digital workplace is outlined, requiring competencies like empowering diverse virtual teams through experimentation and collaboration to adapt to constant change and global markets. Crisis management involves remaining calm, visible, prioritizing people, communicating truthfully, and knowing when to refocus on business.
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
Workplace culture can be defined as a pattern of basic assumptions that a group learns as it solves problems, which works well enough to be considered valid and taught to new members. A workplace culture can be found in every organization and functions to reduce conflict, regulate behavior, reduce doubt, and motivate employees. Prior to an internship, the author was concerned about adapting to an unfamiliar workplace culture but found the culture at Step by Step to be easygoing and open, with problems openly discussed and different viewpoints appreciated.
This document provides an overview of interpersonal managing skills (IMS) and their importance. It discusses key IMS components like clarifying and confirming communications, providing balanced feedback, effective discussion skills, managing differences, and crediting others. These skills are said to be important for influencing job performance, recognizing contributions, and resolving conflicts. Examples are given for how to apply each skill appropriately. The benefits of IMS include improved productivity, quality, coaching, performance, innovation, and building alliances.
Changing the mood for change – how to tackle the ‘tough four’ emotional states that make effective change harder to achieve webinar
Tuesday 24 January 2023
APM Enabling Change Specific Interest Group
Presented by:
Rebecca Collings and Matt Lawrence
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/changing-the-mood-for-change-how-to-tackle-the-tough-four-emotional-states-that-make-effective-change-harder-to-achieve-webinar/
Content description:
In this webinar we looked into the ‘tough four’ emotional states which can inhibit the progress, pace and success of any change or project.
According to Prosci, at least 80% of project benefits are dependent on people changing their ways of working.
We discussed these ‘tough four’ within the context of a project environment. By understanding what drives them, how to spot them and how you can mitigate or manage them, project managers and change leaders will be better placed to face the ‘tough four’ down. Resistance to change is often deeply rooted in people’s natural behaviour and mindset – understanding this is critical to leading people through change successfully.
This session was aimed at an audience seeking to learn more about how to manage change and to discuss the practical ways in which we can overcome resistance.
The session was presented by a small panel of experienced change and project management professionals.
Have you ever considered what keeps executives up at night? Beyond a generic interview question, the root cause of their insomnia is usually associated with aligning qualified talent with key positions that enable an organization to effectively execute its business strategy. Not only are companies investing in high-impact leadership development programs, they are also allocating funds to hire organizational consultants who can design strategies that breed succession depth among a diverse slate of internal talent. This session is loaded with practical gems that will aid any organization in building a solid bench of exceptional internal talent.
This document discusses key competencies for successful change management. It identifies 7 key competencies: proactive thinking, organization for change, involving others, visualizing the future, clear communication, breaking from the past, and consolidating new learning. It also discusses common reactions to change, stages of dealing with grief and loss from change, and effective change management skills. The overall document provides guidance on planning and implementing organizational change successfully.
This document provides an overview of leading change and the role of leadership. It discusses how people react emotionally to change and outlines a response cycle. It also explores situational leadership and how the leader must adapt their style based on follower readiness. Key points of leading change include effective communication, understanding the situation and people, and using creativity and innovation to drive improvement.
This document provides an overview of leading change and the role of leadership. It discusses how people react emotionally to change and outlines a response cycle. It also explores situational leadership and how the leader must adapt their style based on follower readiness. Key points of leading change include effective communication, understanding the situation and people, and using creativity and innovation to drive improvement.
This document discusses 8 steps for leading change: 1) Increase Urgency, 2) Build the Guiding Team, 3) Get the Right Vision, 4) Communicate for Buy-in, 5) Empower Action, 6) Create Short-term Wins, 7) Don't Let Up, and 8) Make Change Stick. For each step, it provides the core challenge, what works to address that challenge, and the desired new behavior. It also provides examples of organizations that effectively implemented some of the steps, such as using props to increase urgency or empowering a resistant manager.
This document discusses organizational change and how to successfully implement change in today's workplace. It begins by defining organizational change and providing a change reflection quiz. It then discusses common reasons why change efforts fail, such as lack of vision, communication, resources, and commitment. The document provides best practices for leading organizational change, including developing a compelling vision, building leadership commitment, managing resistance to change, frequent communication, and showing early results. It emphasizes that change is a journey, not a blueprint, and that successful change leaders understand the dynamics of the organization and change process.
This document discusses leading change and outlines several key points:
1) Leading change requires adapting one's leadership style to the situation and readiness of followers, drawing from theories like situational leadership.
2) People experience change differently over time, from initial immobilization to eventual internalization, and leaders must prepare people for change.
3) Effective change leadership relies on strong communication, understanding different people's needs, adapting to the specific situation, and serving as a role model.
4) Innovation is key to overcoming resistance to change, and creativity can help generate new solutions.
This document discusses leading change and outlines several key points:
1) Leading change requires adapting one's leadership style to the situation and readiness of followers, drawing from theories like situational leadership.
2) People experience change differently over time, from initial immobilization to eventual internalization, and leaders must prepare people for change.
3) Effective change leadership relies on strong communication, understanding different people's needs, adapting to the specific situation, and serving as a role model.
4) Innovation is key to overcoming resistance to change, and creativity can help generate new solutions.
This document discusses leading change and outlines several key points:
1) Leading change requires adapting one's leadership style to the situation and readiness of followers, drawing from theories like situational leadership.
2) People experience change differently over time, from initial immobilization to eventual internalization, and leaders must prepare people for change.
3) Effective change leadership relies on strong communication, understanding different perspectives, adapting to situations, and serving as a role model.
4) Innovation is key to overcoming resistance to change and "stuck thinking."
This document provides an overview of change management concepts and models. It discusses 1) the purpose of change management as survival and evolution, 2) learning as an individual process that leads to enduring behavioral changes, and 3) how clear communication and support are important when implementing changes that affect individuals. Additionally, it summarizes models of the change process including Lewin's three-stage model of unfreezing, changing, and refreezing, as well as Kotter's eight-step method for leading change. The document also addresses organizational culture, stakeholder engagement, communication strategies, and assessing change readiness.
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
The document outlines principles of change management for organizations undergoing change. It discusses that change is an ongoing process that impacts people on both individual and group levels. It also identifies reasons for change, including internal pressures to improve and external factors like new laws. A five step process is presented to manage change: build urgency, create a clear vision of the future, ensure the right people are involved, have clear actions and expectations, and lead the change from the top with integrity and communication. People are identified as the key to successful change management.
Michael Ballé presented on lean management principles and culture change. He discussed how managers can lead by going to the gemba (workplace) to observe problems firsthand and lead kaizen (continuous improvement) activities. Small, incremental improvements can lead to large-scale change over time. Management's role shifts from deciding and directing to instructing employees and helping them improve their work. Developing leaders at all levels is key to sustainability.
Here's a presentation I did for SMEI (Sales & Marketing Executives International) in May 2014. To hear my voice over the slides, go to https://www.youtube.com/watch?v=ZnRvVBbQpk4&feature=youtu.be
If you have questions or want to discuss your leadership career, contact me via http://IdeaShape.com
For more on SMEI:
http://www.smei.org/events/event_details.asp?id=431732
This document discusses conflict management and change management. It defines conflict as a state of open fighting or prolonged battle. Change management is transitioning individuals, teams, and organizations to a desired future state. There are different types of conflict including intrapersonal, interpersonal, intragroup, and interorganizational. Causes of conflict include communication, behavior, and structure. Managing conflict involves making an approach, sharing perspectives, building understanding, agreeing on solutions, and planning next steps. Change management is defined as coordinating a transition from one situation to another to achieve lasting organizational change. It involves creating urgency, building a team, creating a vision, communicating the vision, removing obstacles, achieving quick wins, integrating the change.
This document provides guidance on effective delegation for managers. It begins by outlining the objectives of learning how to delegate work to offload tasks and get more done. It then defines delegation and lists the benefits, which include reduced stress, improved time management, and skills development for employees. The document advises managers on when and to whom to delegate tasks, and provides a step-by-step process for delegation that involves introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. It also addresses common concerns and obstacles to delegation as well as the consequences of poor delegation.
This document provides guidance and best practices for developing and delivering effective presentations. It outlines steps to take such as identifying the topic and audience, defining objectives, and knowing yourself as a presenter. Tips are provided in areas like content organization, visual aids, questions, rehearsal, and delivery techniques. Common challenges are addressed along with things to avoid. Overall the document serves as a useful reference for presentation preparation and performance.
The document discusses how understanding communication styles and behavioral patterns can help build credibility in the workplace. It notes that labeling someone as difficult may be inaccurate, as people simply differ in their styles. It suggests adjusting one's style to be more effective when interacting with others whose styles differ. Flexing one's style involves recognizing and planning to accommodate the other person's style through adjustments in content and delivery.
The document provides tips for effective email etiquette:
- Use a clear and informative subject line, spell check emails, and be concise while also using proper grammar.
- Consider your tone and how the receiver may interpret the email by reading it aloud and using polite language like "please" and "thank you."
- Do not overuse features like reply-all, and ensure emails are sent to the intended recipients.
- For emotionally charged topics, wait to respond until calmer and consider discussing over the phone instead of email if possible.
- Be mindful of forwarding emails without permission and remove unnecessary content when doing so.
This document discusses communication challenges and desired outcomes. It provides an overview of a model of communication focused on active listening. The key points covered include:
- Understanding why effective communication is important for building relationships
- Demonstrating a three-part model of communication including listening, reflecting, and asking questions
- Practicing active listening to understand needs and check for full comprehension
- Preventing misunderstandings by clarifying meanings
- Briefly touching on different communication styles
This document provides guidance for managers on increasing the impact of employee training. It outlines important questions managers should ask and steps they should take before, during, and after employee training programs. Specifically, it recommends that managers 1) ensure training is the appropriate solution, 2) discuss training goals with employees beforehand, and 3) have follow-up meetings after training to reinforce learning and its application on the job. Taking these steps can help maximize the benefits of training investments.
Pro Way Development provides human resources consulting services to help employees and companies manage work-life balance. Recent studies show that constantly being "on" and responding to emails and calls during personal time reduces work efficiency. Pro Way Development offers training and coaching to improve time management, make meetings more productive, and enhance communication skills. They also provide HR assessments and services to help companies stay compliant with employment laws and motivate workforces.
The document provides information on time management strategies and techniques. It discusses applying tools to determine priorities, examine new time management strategies, and apply decision making tools under pressure. Specific techniques covered include setting SMART goals, delegating tasks, prioritizing workload, managing interruptions like emails and phone calls, and using the Eisenhower matrix to evaluate tasks by urgency and importance. The document emphasizes focusing on the most critical 20% of tasks that drive 80% of results, avoiding procrastination, and managing interruptions in order to maximize productivity.
This document provides an overview of human resources functions for small businesses. It discusses establishing company culture, legal requirements for employers, managing the employee life cycle from recruitment to termination, performance management, and common HR challenges. The presentation encourages building trust and recognizing employees to motivate them. It also addresses compensation, benefits, discrimination laws, and terminating employees. Contact information is provided for Laura Jacob of Pro Way Development LLC to assist small businesses with their HR needs.
This document discusses conflict management and dealing with difficult behavior. It defines conflict as any situation where one person's concerns differ from another's. It identifies five conflict handling styles ranging from competing to compromising. Steps for resolving conflict include sharing the problem, listening to understand, exploring needs, brainstorming alternatives, and reaching agreement. Strategies are provided for handling aggressive, arrogant, unquestioning, complaining, unresponsive, negative, and indecisive behaviors. The ramifications of difficult behavior include impacts on mental and physical health, time, money, and having a ripple effect. Developing the right mindset for managing conflict includes taking responsibility, believing issues can be solved, keeping others in a positive light, considering multiple
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
kalyan panel chart, sattamatka chart, satta matka charts, satta matka full chart, kalyan panel chart 2024, satta matka matka chart, satta matka penal, matka panel chart, matka kalyan panel main panel chart, Matka - Satta Batta SATTA MATKA-KALYAN PANEL CHART | KALYAN MATKA | KALYAN RESULT | KALYAN CHART | KALYAN SATTA | KALYAN SATTA MATKA | KALYAN PANEL CHART | KALYAN MATKA LIVE RESULT | KALYAN LIVE | SATTA MATKA | MATKA RESULT | ALL MATKA RESULT | MAIN BAZAR MATKA | MAIN BAZAR RESULT | MAIN BAZAR CHART | RAJDHANI CHART RAJDHANI NIGHT CHART | RAJDHANI NIGHT | SATTA MATTA MATKA 143 | MATKA 420 | MATKA GUESSING | SATTA GUESSING | MATKA BOSS OTG | INDIAN MATKA | INDIAN SATTA | INDIA MATKA | INDIA SATTA | MATKA | SATTA BATTA | DP BOSS | INDIA MATKA 786 | FIX FIX FIX SATTA NAMBER | FIX FIX FIX OPEN | MATKA BOSS 440
Satta Matka, Kalyan Matka, Satta , Matka, India Matka ,Satta Matka 420, Satta Matka Guessing, India Satta,Matka Jodi Fix ,Kalyan Satta Guessing, Fix Fix Fix Satta Nambar,Kalyan Chart, Kalyan Panel Chart, Kalyan Jodi Chart,Satta Matka Chart,Satta Matka Jodi Fix, Indian Matka 420 786,Satta Matta Matka 143, Satta Matta Matka-satta matta matka 143,satta matta matka 420,satta matta matka fix open matka 420 786 matka 420 target matka Sona Matka 420 final ank time matka 420 matka boss 420 fix satta matta matka Kalyan panel chart kalyan night chart kalyan jodi chart kalyan chart
Dp Boss ,Satta Matka ,Indian Matka, Kalyan Matka,Matka 420,Satta Matta Matka 143 , Matka Guessing, India Matka, Indian Satta, Dp Boss Matka Guessing India Satta
Kalyan Panel Chart ,Kalyan Matka Panel Chart ,Kalyan Jodi Chart Kalyan Chart Kalyan Matka, Kalyan Satta Kalyan Panna , Patti Chart, Kalyan Guessing
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA Satta matka, Kalyan matka,matka guessing,fix matka,satta market,matka market,matka bazar,satta bazar,matka,satta matka result,matka game,matkaresult,Fastest matka satka batta,matka 420,Matka boss, Kalyan penal Chart,Tara matka, rajdhani night chart, golden dubai matka,sattamatka madhur satta,sattaking143 number weekly jodi,matka guessing final ank open close, Kalyan night chart Indian satta King Satta, Kalyan wapka mobi site100 tricks, fix fix fix satta nambar prabhat satta, Kalyan panel chart 2020 2010, SattaMatka, Main ratan panel chart, Mumbai panel chart, Milan panel chart, Kalyan night panel chart, Milan night panel chart, time bazar khiladi420, Sona Matka 111 420, Boss 440, Matka india net, weekly indian Satta fix ank otg, matka one, Simple Matka Guessing Param Matka guessing trick 143 surya Alex, satta, dpboss, SattaMatka, Boss Matka, Matka Boss, Satta Boss, Matka Satta,Sata Mataka, Satta Mataka, Satta Matka net, Satta Matka.com, Satta Matka Chart, Kalyan Matka Result, Today Matka Jodi, Kalyan Main Matka tips, Kalyan Matka Guru, Aaj ka satta Kalyan Jodi, today satta number, Satta Matta Matka, sata matka, satta result, rajshree matka result, satta Kalyan, satta matka com, satta matka mobi, Matka boss, sattamatka143, sattabatta, indianmatka, result matka, sattaka matka com, satta matka.net, Kalyan chart, Kalyan result, Kalyan penal Chart, Kalyan satta, satta matka Kalyan, satta matka com, satta matka net, satta batta, fix fix fix satta number, Satta Matka 143, ka matka, worli matka, matka bajar, Satta Matta Matka 143, satta chart, Satta Matka guessing, Satta, matka 420, Satta Matta Matka and Matka result, Satta Matka, all Matka, Setka Matka, Matta Matká, Satta m, india Matka, Matká Satta, Matka Boss otg, Indian Matka guessing, final ank,final ank open, final ank jodi, final ank guessing, Satta matka 420, matka satta 420,
#Satta Matka #Satta Matka Guessing #Kalyan Matka Guessing #Matka Guessing Forum #Matka Guessing 143 #Simple Matka Guessing #Matka Trick #Dpboss Guessing #Satta Matka 143 Guessing #Satta Matka God #Satta King Guess #Free Matka Guessing #Kalyan Matka Trick #Satta Matka Gods #Satta King Guessing #Satta Matka #Matka Guessing #Satta #Matka #Satta Matta Matka #Matka Result #Satka Matka #all Matka #Setka Matka #Matta Matkà #Kalyan Matka #Indian Matka #Sattamatka #Matka Satta #Satta.Matka #Kalyan Chart #Kalyan penal Chart #Matka Guessing #Matka Boss otg #Matka 420 #matka Indian Matka,Matka Boss Otg, Free Matka Boss, Matka 420 #Matka 786 #Kalyan Guessing #Satta Guessing #dpboss.social #dpboss.guru #dpboss.expert#dpbosss.com#SATTA_MATKA_KALYAN_H
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA Satta matka, Kalyan matka,matka guessing,fix matka,satta market,matka market,matka bazar,satta bazar,matka,satta matka result,matka game,matkaresult,Fastest matka satka batta,matka 420,Matka boss, Kalyan penal Chart,Tara matka, rajdhani night chart, golden dubai matka,sattamatka madhur satta,sattaking143 number weekly jodi,matka guessing final ank open close, Kalyan night chart Indian satta King Satta, Kalyan wapka mobi site100 tricks, fix fix fix satta nambar prabhat satta, Kalyan panel chart 2020 2010, SattaMatka, Main ratan panel chart, Mumbai panel chart, Milan panel chart, Kalyan night panel chart, Milan night panel chart, time bazar khiladi420, Sona Matka 111 420, Boss 440, Matka india net, weekly indian Satta fix ank otg, matka one, Simple Matka Guessing Param Matka guessing trick 143 surya Alex, satta, dpboss, SattaMatka, Boss Matka, Matka Boss, Satta Boss, Matka Satta,Sata Mataka, Satta Mataka, Satta Matka net, Satta Matka.com, Satta Matka Chart, Kalyan Matka Result, Today Matka Jodi, Kalyan Main Matka tips, Kalyan Matka Guru, Aaj ka satta Kalyan Jodi, today satta number, Satta Matta Matka, sata matka, satta result, rajshree matka result, satta Kalyan, satta matka com, satta matka mobi, Matka boss, sattamatka143, sattabatta, indianmatka, result matka, sattaka matka com, satta matka.net, Kalyan chart, Kalyan result, Kalyan penal Chart, Kalyan satta, satta matka Kalyan, satta matka com, satta matka net, satta batta, fix fix fix satta number, Satta Matka 143, ka matka, worli matka, matka bajar, Satta Matta Matka 143, satta chart, Satta Matka guessing, Satta, matka 420, Satta Matta Matka and Matka result, Satta Matka, all Matka, Setka Matka, Matta Matká, Satta m, india Matka, Matká Satta, Matka Boss otg, Indian Matka guessing, final ank,final ank open, final ank jodi, final ank guessing, Satta matka 420, matka satta 420,
#Satta Matka #Satta Matka Guessing #Kalyan Matka Guessing #Matka Guessing Forum #Matka Guessing 143 #Simple Matka Guessing #Matka Trick #Dpboss Guessing #Satta Matka 143 Guessing #Satta Matka God #Satta King Guess #Free Matka Guessing #Kalyan Matka Trick #Satta Matka Gods #Satta King Guessing #Satta Matka #Matka Guessing #Satta #Matka #Satta Matta Matka #Matka Result #Satka Matka #all Matka #Setka Matka #Matta Matkà #Kalyan Matka #Indian Matka #Sattamatka #Matka Satta #Satta.Matka #Kalyan Chart #Kalyan penal Chart #Matka Guessing #Matka Boss otg #Matka 420 #matka Indian Matka,Matka Boss Otg, Free Matka Boss, Matka 420 #Matka 786 #Kalyan Guessing #Satta Guessing #dpboss.social #dpboss.guru #dpboss.expert#dpbosss.com#SATTA_MATKA_KALYAN_H
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODNUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA Satta matka, Kalyan matka,matka guessing,fix matka,satta market,matka market,matka bazar,satta bazar,matka,satta matka result,matka game,matka result,Fastest matka satka batta,matka 420,Matka boss, Kalyan penal Chart,Tara matka, rajdhani night chart, golden dubai matka,sattamatka madhur satta,sattaking143 number weekly jodi,matka guessing final ank open close, Kalyan night chart Indian satta King Satta, Kalyan wapka mobi site100 tricks, fix fix fix satta nambar prabhat satta, Kalyan panel chart 2020 2010, SattaMatka, Main ratan panel chart, Mumbai panel chart, Milan panel chart, Kalyan night panel chart, Milan night panel chart, time bazar khiladi420, Sona Matka 111 420, Boss 440, Matka india net, weekly indian Satta fix ank otg, matka one, Simple Matka Guessing Param Matka guessing trick 143 surya Alex, satta, dpboss, SattaMatka, Boss Matka, Matka Boss, Satta Boss, Matka Satta,Sata Mataka, Satta Mataka, Satta Matka net, Satta Matka.com, Satta Matka Chart, Kalyan Matka Result, Today Matka Jodi, Kalyan Main Matka tips, Kalyan Matka Guru, Aaj ka satta Kalyan Jodi, today satta number, Satta Matta Matka, sata matka, satta result, rajshree matka result, satta Kalyan, satta matka com, satta matka mobi, Matka boss, sattamatka143, sattabatta, indianmatka, result matka, sattaka matka com, satta matka.net, Kalyan chart, Kalyan result, Kalyan penal Chart, Kalyan satta, satta matka Kalyan, satta matka com, satta matka net, satta batta, fix fix fix satta number, Satta Matka 143, ka matka, worli matka, matka bajar, Satta Matta Matka 143, satta chart, Satta Matka guessing, Satta, matka 420, Satta Matta Matka and Matka result, Satta Matka, all Matka, Setka Matka, Matta Matká, Satta m, india Matka, Matká Satta, Matka Boss otg, Indian Matka guessing, final ank,final ank open, final ank jodi, final ank guessing, Satta matka 420, matka satta 420,
#Satta Matka #Satta Matka Guessing #Kalyan Matka Guessing #Matka Guessing Forum #Matka Guessing 143 #Simple Matka Guessing #Matka Trick #Dpboss Guessing #Satta Matka 143 Guessing #Satta Matka God #Satta King Guess #Free Matka Guessing #Kalyan Matka Trick #Satta Matka Gods #Satta King Guessing #Satta Matka #Matka Guessing #Satta #Matka #Satta Matta Matka #Matka Result #Satka Matka #all Matka #Setka Matka #Matta Matkà #Kalyan Matka #Indian Matka #Sattamatka #Matka Satta #Satta.Matka #Kalyan Chart #Kalyan penal Chart #Matka Guessing #Matka Boss otg #Matka 420 #matka Indian Matka,Matka Boss Otg, Free Matka Boss, Matka 420 #Matka 786 #Kalyan Guessing #Satta Guessing #dpboss.social #dpboss.guru #dpboss.expert#dpbosss.com#SATTA_MATKA_KALYAN_H
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Matka boss otg satta matka kalyan matka Dpboss Matka guessing Indian Matka
Managing Change in the Workplace
2.
To cause to be different: change the spelling of a word.
To give a completely different form or appearance to; transform:
changed the yard into a garden.
To give and receive reciprocally; interchange: change places.
To exchange for or replace with another, usually of the same kind
or category: change one's name; a light that changes colors.
To lay aside, abandon, or leave for another; switch: change
methods; change sides.
To transfer from (one conveyance) to another: change planes.
Copyright 2014 Pro Way Development for HarperCollins
2
2
3.
Understand change management as a strategic skill
and learn to be adaptable
Experience a change scenario and identify your
reactions to change
Review the typical transitions of change
Communication tips for change
Help team members through change
Focus your locus of control and build resilience
Review the impact of emotion and resistance to change
Overcome resistance to change
Create your own action plan to lead others through
change
Copyright 2014 Pro Way Development for HarperCollins
3
3
4.
Examples
◦ New supervisor
◦ Different procedures
◦ Change in software
◦ New supervisor
◦ New organization
◦ Different systems
Characteristics
◦
◦
◦
◦
◦
Control
Most things stay the same
Many anchors
Certainty
Future is clear
LOW ORDER
Examples
Characteristics
◦
◦
◦
◦
◦
Lack of control
Most things change
Few anchors
Uncertainty
Future is unclear
HIGH ORDER
Less Challenging
More Challenging
Copyright 2014 Pro Way Development for HarperCollins
4
4
5. What change will
you experience or
are you in the
midst of?
What words best
describe your
reaction to
change?
What skills do you
think a leader
needs to guide
other people
through change?
What do you hope
to get out of this
Navigating
Transitions
session?
Copyright 2014 Pro Way Development for
HarperCollins
5
5
7. How did you react to changes as the activity
progressed?
What worked well in your group?
What could you have done differently to manage
the changes?
For yourself
◦ Write down your personal reflections on the exercise in
the space provided in the participant guide.
Copyright 2014 Pro Way Development for HarperCollins
7
7
9.
Change is external (the
different policy, procedure or
structure)
Transition is internal (a
psychological reorientation that
people have to go through
before the change can work)
Copyright 2014 Pro Way Development
for HarperCollins
9
9
10. Saying Goodbye
The Neutral Zone
Resentment
Awareness
Resistance
Anxiety
Self-absorption
Exploration
Testing
The New Beginning
Commitment
Acceptance
Integration
Change requires people to make transitions—to
reorient themselves so that they can function and
find meaning in a changed situation. It is these
transitions rather than the changes themselves that
are difficult.
--William Bridges
William Bridges; Transition Model
Copyright 2014 Pro Way Development for HarperCollins
10
10
11. Change isn’t self-initiated
• Routine is disrupted
• Change creates fear of the unknown
• The purpose of change is unclear
• Change creates a fear of failure
The rewards for change don’t match the effort
change requires
• The followers lack respect for the leader
• Change may mean personal loss
• Change requires personal commitment
•
•
John C Maxwell, Developing the Leader Within
Copyright 2014 Pro Way Development for
HarperCollins
11
11
13.
Manage yourself
◦
◦
◦
◦
What is the scope of it?
How much is actually changing?
How do I perceive it?
What can I do to help myself transition?
Manage your people
◦ How do I think others will
perceive it?
◦ What are the reasons behind
how others will perceive it?
◦ What can I do to help others successfully
transition?
Manage the “business”
◦ What still needs to be done day to day?
Copyright 2014 Pro Way Development for HarperCollins
13
13
14. Identify a work-related change
you’ve experienced or led in
the past 12 months
List some words to describe
your reaction
Copyright 2014 Pro Way Development for HarperCollins
14
14
16. Biases
t
s
on
ti
p
um
s
As
g too fas
ing
peakn y Neg
S i
ative R
eaction
ak arl
e e
s
p cl
S n
Sla
u
ng
or
Jar
gon
Message
Room
to o
l
hot/
a ns
cold
u io I
i s c t nte
V a
rr
r
t
up
is
ti
D
on
is
o
N e
Erudite Vocabulary
Sender
s
Copyright 2014 Pro Way Development for
HarperCollins
Feedback
Receiver
16
16
17. Circle of
Circle of Concern
Circle of Influence
Circle of Influence
Concern
Proactive
Reactive
Stephen Covey: 7 Habits of Highly Effective People
It’s not what happens to us, but our response to
what happens to us that hurts us.
Stephen Covey
Copyright 2014 Pro Way Development for HarperCollins
17
17
18. Force of habit
Fear of the unknown
Need for security
Others?
Copyright 2014 Pro Way Development for HarperCollins
18
18
19. Saying Goodbye
The Neutral Zone
Resentment
Awareness
Resistance
Anxiety
Self-absorption
Exploration
Testing
The New Beginning
Commitment
Acceptance
Integration
William Bridges; Transition Model
Copyright 2014 Pro Way Development for HarperCollins
19
19
20.
The Purpose: Why do we have to do this?
The Picture: What it will look and feel like when
we reach our goal?
The Plan: Step-by-step, how we will get there?
The Part: What can you do (and need to do) to
get there?
William Bridges; Transition Model
Copyright 2014 Pro Way Development for HarperCollins
20
20
21. Bridges’ Recommendations
Accept the reality and importance of the losses
•
•
Give people information, and communicate again and again
•
Define what’s over and what isn’t
•
•
Treat the past with respect
Show how endings ensure the continuity of what really
matters
•
Recognize and mark or celebrate the ending
•
Let people take a piece of the past with them
Copyright 2014 Pro Way Development for HarperCollins
21
21
22. Bridges’ Recommendations
Strengthen intragroup connections
•
Provide encouragement and inspiration
•
•
Provide forum for new ideas
Recognize small achievements
•
•
Plan for reduced productivity
•
Provide a sense of direction/guidance
•
Encourage employee involvement
•
•
Meet frequently to provide feedback
Listen to concerns/expectations
•
•
•
•
•
Provide training
Collaborate and build bridges
Demonstrate flexibility to try new things
Encourage creative thinking and action, and accept mistakes
Allow for the withdrawal and return of individuals who were temporarily resistant
•
•
Resist the urge to rush ahead
Make an emotional connection with employees
Copyright 2014 Pro Way Development for HarperCollins
22
22
23. Bridges’ Recommendations
•
•
Provide ongoing opportunities
•
•
Encourage innovation
Maintain communication
•
•
Provide inspiration
Provide training and skills development
Be consistent with your messages, actions, and reinforcement
•
Ensure quick successes through achievable goals
•
Symbolize the new identity
•
Celebrate the success
Copyright 2014 Pro Way Development for HarperCollins
23
23
24. Do
Project a positive position about the
change
•
Clearly communicate what the change
is (the four P’s)
•
Disagree with changes in a public forum
•
Withhold information or refuse to answer
questions from employees
Forget to consider the “me” questions
that employees always have when
change occurs
•
Take time to meet with staff and be
available for follow-up questions
•
•
Anticipate the “me” questions
Use a communication/change plan to
share information
Blame higher-ups for the change
•
Be prepared to answer questions
•
•
•
Prepare speaking points in advance
•
•
Don’t
•
State that there is no time to discuss
changes
Provide incorrect information or personal
opinions about the change
•
Participate in the rumor mill
12
Copyright 2014 Pro Way Development for HarperCollins
24
24
25. People don’t see the need/understand the
urgency
Under communication
◦ Know
Act = Compliance
+ Know
+ Understand
+ Believe
+ Act
Commitment
Milestone achievements aren’t recognized
Copyright 2014 Pro Way Development for HarperCollins
25
25
26. What Helps . . .
What Doesn’t Help . . .
Share information - as much as you can
and when you can
Check for understanding when others
speak
Rehashing the past vs. focusing on the
future
Denying reality and expecting 100%
commitment from Day 1
Hanging on to your own anger and
mistrust
Taking what happened personally
Check for their understanding
Create a partner in problem-solving
Catch people doing things “right”
Copyright 2014 Pro Way Development for HarperCollins
26
26
27. Managing In Difficult Times: The Importance of
Resilience
Resilience = the ability to bend and bounce back
Resilience = the ability to bend and bounce back from hardship
from hardship
True for organizations as well as individuals—both possess 3 traits:
True for organizations as well as individuals—both
possess 3 traits:
1. Facing down harsh reality
2. Searching for meaning
◦ Ritualizing ingenuity:
3. Facing down harsh reality
◦ Searching for meaning
◦ Ritualizing ingenuity:
[adapted from the 2002 HBR article by Diane Coutu]
Copyright 2014 Pro Way Development for HarperCollins
27
27
28.
Acknowledge your real thoughts and feelings
Remind each other that having a feeling doesn’t mean you
have to act on it
Be aware of your own limits and needs for support from
others
Ask for information: “How is it going for you? What are
you struggling with?
What’s going well?”
Offer information: “Here’s how it’s going for me . . What
I’m struggling with . . .
What’s going well . . .”
Be realistic about the plus's and the minus's and the fact
that the journey to the future will take time
Copyright 2014 Pro Way Development
HarperCollins
Remind each other that “this too shallforpass”
28
28
29.
Managing Your Environment
◦
◦
◦
◦
Operate in and above the fray—keep perspective
Court the uncommitted—build your case
Cook the conflict—but know when to turn the heat down
Place the work where it belongs—mobilize others
Managing Yourself
◦ Restrain your desire for control and need for importance
◦ Refrain from being “often wrong—but seldom in doubt”
◦ Anchor yourself
Create a safe place or a calming habit (like taking a walk)
Find a confidant
Don’t over-react by taking attacks personally
[adapted from the 2002 HBR article by Ron Heifitz and Martty Linsky]
Copyright 2014 Pro Way Development for HarperCollins
29
29
30. The Role of Emotion In Change
Emotions are neither right or wrong—they just are
Circumstances do not create emotions—however,
the way we reflect on circumstances will
influence our emotions
Emotions can create circumstances—the way we
choose to behave (what we say and do (and
choose not to say and do) has consequences—
for better or worse
Copyright 2014 Pro Way Development for HarperCollins
30
30
31. What transition stage is the employee in?
What are some potential reasons he or she might
resist the change?
What are some of the critical steps a leader should
take to help lead others through change?
What else should the leader consider?
Copyright 2014 Pro Way Development for HarperCollins
31
31
32. What we want to create for the future is not clear
Speaking openly about the past doesn’t happen
Communication is inconsistent
The 49 % rule: People look to other people to be
the first to show “good faith”
The stress of transitions is discounted or ignored
Copyright 2014 Pro Way Development for HarperCollins
32
32
33.
Create an action plan for
managing change based on
today’s seminar
What opportunities do you
have to implement what you
learned today (list a specific
change you are leading or will
experience)?
What barriers are there to
successfully navigating
through change? How will you
1.Purpose
2.Picture
3.Plan
4.Part
What specific actions will you
take to help navigate through
change?
The Four Ps
Copyright 2014 Pro Way Development
for HarperCollins
33
34.
Bridges, William. Managing Transitions: Making the Most of Change.
Perseus Publishing, 2003 (Book)
Johnson, Spencer. Who Moved my Cheese An Amazing Way to Deal with
Change in Your Work and in Your Life. G.P Putnam’s Sons, 1998. (Book)
Kotter, John. Leading Change. Harvard Business School Press, 1996.
(Book)
Murphy, J., Think Change: Adapt and Thrive, or Fall Behind, Grand Rapids,
MI: Successories, Inc., 1998. (Book)
Pound, R. & Pritchett, P., The Stress of Organizational Change: A Survival
Guide, Dallas, TX: Pritchett & Associates, Inc. (Book)
Pritchett, P., New Work Habits For A Radically Changing World: 13 Grand
Rules for Job Success In the Information Age, Dallas, TX: Pritchett &
Associates, Inc., 1996. (Book)
Copyright 2014 Pro Way Development for HarperCollins
34
34
Editor's Notes
Welcome
Self introduction
Course introduction
Ground Rules
Parking Lot (plus cell phone)
Tent Cards
FOR DEMO – this is a 40 minutes of the real thing, not abridged.
You are a participant.
Introductions.
At your flip chart. Write down your names
Something new you tried recently (food, sport, theatre) as well as a routine you follow that helps your productivity
Have you ever taken a risk to do something differently?
(me – move to Cobourg)
Review definitions of change and ask for others
Why is change a challenge we face at work? Why are some changes harder than others?
Here is what we’ll cover today. Review slide.
The goal of this session is to build on your existing knowledge and skills to help you manage yourself and others as you navigate transitions.
Why? Because we get comfortable and we are creatures of habit but we are also constantly changing and being change resilient is a skills that can be learned.
The more aware you are as a leader, the more you will be consciously able to adopt characteristics and reactions that will help you lead yourself and others effectively through change.
The ongoing reality of today’s workplace is that it demands that we adjust our roles and responsibilities to meet new business priorities, challenges and trends.
Identifying change agents is not enough. You have to manage them.
Our goal is that you will gain some helpful insights through this session to increase your awareness and effectively build your skills to successfully and effectively navigate transitions.
Reactions to change will vary dependent upon the change itself.
This slide helps to put change in perspective, showing how some changes have more impact on our ability to navigate transition than others.
Think about where your change falls on this scale.
Change is nonstop.
These are examples. For some a new supervisor will be low order for others it will be high order or more challenging.
Take a moment to have you think about where you stand with change leadership.
The compass helps you think about your situation right now – to think about the changes you are experiencing, to think about your reactions, skills needed to lead change and your expectations of today’s program.
While we will address all of these during today’s session, right now, focus on the last question in your compass.
What do you hope to get out of this session?
Come up to the flip charts and write your thoughts.
If someone else has already reflected your ideas, feel free to put a tally mark next to the other person’s idea.
To better understand and accept change as a strategic tool you need to look at why change is a difficult issue for the vast majority of us.
Close books we are going to participate in an exercise.
Tower Building Activity
Timing:
Say the first set of instructions:
Give role cards and one person per team a sticky
As teams, begin to build a tall tower using the masking tape 5 min with index cards. Do not stand on chairs or tables.
Teams will promote their tower at the end of the building period. The current time estimate for completion is 30 minutes.
Each team needs to build a tall tower using the masking tape and index cards.
Play the role you received on your index card.
Team leader is responsible for completion of the tower project.
Team leader will present or pick someone to present their tower at the end of the building period.
After 5 minutes, interrupt and say that the towers have to be strong as well as tall; the customer requirements have changed.
After another 5 minutes, interrupt with more requirement changes. Say that each person with a Post-it® note has been reassigned to another team and must move immediately. The facilitator will randomly reassign those with Post-it® notes to different teams.
After another 2 minutes, interrupt with a time change. Say that the towers must be finished in 3 minutes and also that the customer would prefer an attractive tower along with height and strength.
After another 3 minutes, time is up and towers are presented for review by team spokesperson. Each tower is recognized and praised.
Debrief Questions:
Each team completed the task in spite of constant challenges and changes. Ask how they did it.
Where team members were changed, some groups oriented the new member; some new members asserted themselves into the team.
What was it like to change teams? To have a new person join after the team had started? To lose a team member?
Review slide and ask participants to make notes in the participants guide.
Ask how this is like real life change situations.
Review the differences between change and transition.
Let’s face it, you have probably heard how to “manage” or “lead” change before. It looks simple enough. In fact, many of the concepts in your pre-reading and the ideas that we’ll cover today may not be new to you. Quite honestly, managing or leading the change itself isn’t that hard because a change is simply an external happening that involves following new processes, reporting into a new boss, etc.
What’s more difficult to manage and lead is the transition, which is the internal reaction, the feelings people have when faced with change, and the psychological reorientation people have to go through before the change can work.
Why do you think this concept of transitions is so important to recognize and understand as a leader?
[FACILITATOR NOTE: Flip chart responses. Potential answers: Helps you identify with what you and your people need to go through to deal with change. Helps you prepare your team to move through stages more quickly.]
It’s important to recognize where you stand, but as leaders, you also need to anticipate what types of reactions your employees will experience. By acknowledging those potential reactions, you will be better able to plan for how to lead your team navigate the transition.
This transition model, identified by William Bridges, has been widely adopted as the typical reactions and movement through a change. Here are some descriptions about typical feelings at each stage. There’s a more complete list of reactions in your participant guide.
The whole transition required for dealing with the change, with getting back to normal, is where people have difficulty. So, the first task of transition management, or leading others through change, is to help people say goodbye. At this point, you’re starting to make people a little uncomfortable. They have to let go of a process or system or people or way of life that they are comfortable with. Whether it’s good or bad, they’re used to it. It’s known to them. As you introduce something different, it’s natural to feel resentment or resistance. Words used to describe this area include anger, anxiety, sadness, disorientation, depression, anticipation.
Those feelings turn into what you see here in the Neutral Zone.
The neutral zone is like a trapeze; people experience the sense of letting go without knowing whether they will be caught at the end. So, the dangers of the neutral zone occur when people’s anxiety rises and productivity falls. This in-between state can be so full of uncertainty and confusion that simply coping with it takes most of people’s energy. On the flip side, the neutral zone can also be a creative time as psychological realignments and re-patternings take place. As people move through the neutral zone, their mindsets begin to gradually change from uncertainty and confusion to acceptance and innovation. So Bridges says that it’s important that people experience this zone without rushing into acceptance, because they need to experience the questions/uncertainty and not ignore it. This helps them get ready for the change and help it “stick.” Words used to describe this zone includes: anxiety, frustration, discomfort, confusion, and resistance PLUS exploration, testing, and learning.
Finally, the New Beginning represents the new reality. Where people see the possibilities of the new way. They are creating new routines, establishing new authorities. Productivity is once again restored (or improved). Words that describe this stage include: Excitement, renewal, relief, revitalization, focus, accomplishment, learning PLUS some uncertainty and anxiety.
Obviously, not everyone moves through these stages at the same pace. Let’s look at what typically happens to senior leaders, and why these transitions may not be considered.
So, what are some of the psychological reactions and processes people go through when navigating transitions?
[FACILITATOR NOTE: Flip chart their ideas. Some potential answers: It happens all the time, it’s hard to keep track. Different changes happen simultaneously, and doesn’t appear “linear.” Expectations are ambitious. Decisions are made before processes are thought through. Some change requires that we do more with less. Managers don’t always have the information they need to lead change. Managers may not agree with change.
John C Maxwell, author of Developing the Leader Within, outlined these potential reasons why someone may not follow the path and navigate transitions. By taking the first step of recognizing that you and others may feel this way, you are on track for starting to effectively navigate transitions.
William Bridges focuses on the importance of leading your people to be change-ready. But, what exactly does that mean to you? Try and think about one word that you would use to describe change-readiness. What word did you think of?
[FACILITATOR NOTE: Flip chart responses. Then, reveal our answers: adaptable, flexible, positive, resilient.]
The key here is that change is not a one-time event. It is a living, growing process that changes with each different initiative and with each different person. Being change-ready is an essential survival skill in today’s work environment.
Now, let’s think about your own skills for a moment. Think about these change-ready words we just came up with and ask yourself if they describe you. Are you change-ready? Are you able to manage yourself and lead others to accept and act on change? Do you have a change-ready culture?
Well, William Bridges clarifies that your role as a leader is to first Manage Yourself. You need to understand and deal with your own perception of a change so that you can engage your own energy and your people’s energy and help implement that change.You can do this by asking a few key questions of the change, such as:
What is the scope of the change?
How much is actually changing?
How do I perceive it?
What can I do to help myself successfully transition?
Then you must Manage your People. You must recognize and deal with your employees’ reactions to the change and give them the information, leadership and support they need to work through those transitions by asking:
How do I think others will perceive it? Recognize that people will experience both active and passive resistance. Active resistance includes open disagreements, refusing to adhere to the requirements and interpersonal conflicts to name a few. Passive resistance includes work slowdowns, coming in late/not coming in at all, making errors or rework, and sharing rumors.
What are the reasons behind how others will perceive it? In other words, what’s missing? What do people need to know that they don’t?
What can I do to help others successfully transition? This may involve reassuring others, providing support, encouragement, communicating, celebrating small successes, providing direction/feedback, etc.
Page of your participant guides helps to identify what your role in this management process looks like, and what your employee’s role is. Take a minute to review the notes.
Once you’ve managed yourself and others, you will need to Manage the Business. You need to plan and execute on the new process/structure.
What questions do you have? Managing yourself, your people and the business doesn’t mean you need to be running around like a mad person to do everything for everyone. Instead, it means…
Opportunity Oriented
Views change as necessary and natural
Attend to employee’s concerns and accept transition time
Gain support through support
See discomfort as a signal to use coping skills
Use a paradigm shift to view a change as consistent with their understanding of situations
Danger Oriented
Denying the change or impact: “Let’s keep things the way they have always been.”
Consciously or unconsciously distorting information related to change: “I don’t think things are that bad.”
Acknowledging change but not admitting its impact: “All this talk about right-sizing is just hot air.”
What are some of the work-related changes you’ve faced in the past 12 months?
[FACILITATOR NOTE: Flip chart responses]
And, how did you feel?
[FACILITATOR NOTE: Flip chart responses]
It is also important for you to realize that you are not immune to the effects of change. Effective change agents need to first come to grips with their own concerns about the change before they can effectively guide others through it.
Obviously, there are a lot of different reactions to change. You may think that some of these words describe reactions to perceived “negative” changes. However, Bridges acknowledges that even positive changes, or changes of any kind, will be met by these natural reactions.
NOTES:
Show Slide without barriers.
Describe: Simple Communication Process (Sender, Message, Receiver, and Feedback)
Click mouse, each barrier appears between Sender and Receiver. Say and briefly describe each barrier.
(Optional: Ask, “What’s going on here?” Answer: Communication, but things are clouding the message on behalf of each person and/or the environment)
Ask: What needs to happen for effective interpersonal communication to take place?
Sender’s thoughts, facts, beliefs, attitudes, or feelings must be understood by the receiver (Hellriegel, Slocum, Woodman).
Say: Communication occurs when a message is sent by a sender and received by a receiver. As simple as this may sound, the complication occurs because the message sent does not always equate the message received.
Say: We will learn a model of communication to help ensure that what was said was clearly communicated and understood.
…being proactive and focusing in on your circle of influence. Raise of hands, how many of you have seen Stephen Covey’s Circle of Concern and Influence? What’s included in the Circle of Influence?
Right, our Circle of Influence is a smaller circle, and these are the things that we have some impact on, things that we can influence either directly or indirectly. This includes problems with your children, with your health, or work.
The outermost circle represents everything within our circle of concern. Concern simply includes the things in life about which one is concerned, from job security to government policy, to war, global warming and the like.
As Covey states, “Proactive people focus their efforts in the Circle of Influence. They work on the things they can do something about. The nature of their energy is positive, enlarging and magnifying, causing their Circle of Influence to increase.
Reactive people, on the other hand, focus their efforts in the Circle of Concern. They focus on the weakness of other people, the problems in the environment, and circumstances over which they have no control. Their focus results in blaming and accusing attitudes, reactive language, and increased feelings of victimization.”
That’s right! One thing that Covey stresses is to “Be “response-able” to control your life by working on “be” – on what we are (not on, “if only…” “if I had…”, “if he didn’t…”). This is especially important as we navigate change in the organization because many times, we may not have control over the change itself, but we do have control over our personal reaction to that change, and how we influence others about the change.
Often, managers may naturally react to change (in the saying goodbye and neutral zones). They blame it on elements outside of their control and play the victim, which affects others negatively and limits their circle of influence.
So, not only should you focus your attention on the things within your own circle of influence, but realize that your employees’ ability to respond effectively to change is something that falls within your circle of influence. Your personal behaviors directly impact not only your effectiveness in handling change, but also that of your employees.
Now, let’s talk more about the influence you have in helping others transition by being proactive...
Organizations and their members resist change. In a sense, their resistance can be positive. It provides a degree of stability and predictability, and it can be a source of functional conflict. But, resistance also hinders progress and adaptation. Often, organizations that have experienced lengthy periods of success are particularly resistant to change. Organizational resistance to change can take several forms: overt, implicit, immediate, or deferred.
The following summarizes five reasons why individuals may resist change.
•Force of habit. To cope with the complexities of day-to-day living, we rely on habits or programmed responses. When confronted with changes, this tendency to respond in habitual ways hinders change.
•Need for security. People with a high need for security resist change because it threatens them.
•Economic Factors. Another source of individual resistance is fear that changes will lower income.
•Fear of the Unknown. Changes replace stability and familiarity with ambiguity and uncertainty.
•Selective Information Processing. Individuals shape their world through their perceptions. Once they have created this world, it is resistant to change. So, individuals selectively process information in order to maintain their perceptions.
Let’s bring this all together…remember how we discussed the transition process with saying goodbye, the neutral zone and the new beginning? Let’s talk about the specific actions to take to enable transition, starting with the saying goodbye phase.
Further, Bridges suggests that one of the ways to navigate people through transition is to consider the four “P’s.” By getting answers to these questions, you will be better positioned to help lead yourself and others through change. This is especially helpful as you are planning a change, but the answers to these questions should be reinforced throughout the transition.
Think about the change that you identified in your compass.
As you think about the change that you’re experiencing, do you have the answers to these questions?
Take 2-3 minutes to answer these questions in your guide on page 14 in your guide.
[FACILITATOR NOTE: Allow time before debriefing.]
What was easy about answering these questions?
What was difficult?
So, just what you could do to help someone who is in the beginning stage of change – Saying Goodbye.
[FACILITATOR NOTE: Flip chart thoughts. Then, reveal list.]
Here’s what Bridges’ recommends for enabling transition.
Accept the reality and importance of the losses
Give people information, and communicate again and again
Define what’s over and what isn’t
Treat the past with respect
Show how endings ensure the continuity of what really matters
Recognize and mark or celebrate the ending
Let people take a piece of the old way with them
OK, what can you do during the neutral zone? Remember, this is the zone where productivity drops, but it’s also a time for exploration and the beginning of acceptance. So, what can you do as a leader to help people transition?
[FACILITATOR NOTE: Flip chart thoughts. Then, reveal list.]
Here’s what Bridges’ recommends. As you can see, encouragement, providing direction and just plain listening can really help during this time.
Finally, what do you do during the new beginnings phase when people are beginning to accept the new reality and operate successfully within it. Let’s face it, your role as a leader is not over just because people are moving forward! What can you do in this stage to ensure that your people continue moving forward and don’t regress back into the Neutral Zone?
[FACILITATOR NOTE: Flip chart thoughts. Then, reveal list.]
Here’s what Bridges’ recommends. As you can see, encouragement is still key, celebrations is also key. It’s important to note the new beginnings happen even on a small scale, so, as mentioned before, this doesn’t mean you should only celebrate the completion of a big change. It means you should celebrate the successes along the way.
Here’s a summary of Do’s and Don’ts. They are listed in your guide and really underscore some tips on what you should and shouldn’t do as you think about leading your team through change.
According to John P Kotter, another well-known change expert from Harvard Business, the main reason that change efforts fail is that the leader fails to place a sense of urgency on the reason for the change. Specifically, Kotter states that “(Leaders) underestimate how hard it is to drive people out of their comfort zones. They don’t understand how their own actions can inadvertently reinforce the status quo. They lack patience: ‘Enough with the preliminaries, let’s get on with it.’ Or, they become paralyzed with the possibility that people will become defensive, and/or morale and short term results slipping. Or worse, they confuse urgency with anxiety, and by driving up the latter (anxiety), they push people even deeper into their foxholes and create even more resistance to change.” Calling a meeting or writing a memo is not enough to make people care about the change and be able to transition. Leaders must devote time and attention to bring others to the point of understanding the critical need for change. People must be given a clear picture of where they are going and what they must do to get there.
That’s why under communication is another reason transition plans fail. Communication of any new vision, strategy, etc. must be frequent and consistent. Kotter also indicated that leaders under-communicate by a factor of 10. In other words, even if you think you’re communicating all the time, you are likely still not communicating enough.
To top this off, simply knowing and then acting on that information only places people in a position of being compliant.
To help people successfully navigate a transition, communication needs to take people from knowing what is expected, to understanding why, to believing in the value for themselves and the organization and then acting by supporting the change and adopting new behaviors, which will put them in a position of committing to seeing the change be successful.
Finally, transition plans also fail because leaders aren’t recognizing milestones. Instead, they focus their attention on achieving the vision and celebrating only when that vision is achieved. However, people need to see and feel the short-term wins, celebrating the progress as smaller achievements are reached.
So, just how do you take this knowledge and put it into action to navigate transition?
True for organizations as well as individuals—both possess 3 traits:
Facing down harsh reality
Do we truly understand and accept the reality of our situation?
Searching for meaning
Are we willing to find or establish core values as bridges between current reality and a desired future
Ritualizing ingenuity:
Do we have the discipline to “make it up as we go along”—to free people to be innovative
[FACILITATOR NOTES:
Review in small groups
See if there are any questions about the situation
Flip chart their advice
Tie in how their comments lead back into content of session]
Turn to page of your participant guide and take the next few minutes to identify at least two actions you need to take within the next few weeks. While there are three basic columns (owner, deliverables and date), make sure to consider what changes you need to communicate, what the reactions might be, how and how often to communicate, and the follow-up you’ll need to take.