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

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 changeCopyright 2014 Pro Way Development for HarperCollins 3

4

Examples◦ New supervisor◦ Different procedures◦ Change in software

Characteristics◦ Control◦ Most things stay the same◦ Many anchors◦ Certainty◦ Future is clear

Examples◦ New supervisor◦ New organization◦ Different systems

Characteristics◦ Lack of control◦ Most things change◦ Few anchors◦ Uncertainty◦ Future is unclear

LOW ORDER HIGH ORDER

More Challenging


Less Challenging

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?


6Copyright 2014 Pro Way Development for HarperCollins 6

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.


8

SURPRISE

Shock

ANGER

REJECTION

ACCEPTANCE

letting go moving on“The Turning Point”XX

HOPE

Asking for Help


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)


10

Saying Goodbye The Neutral Zone The New Beginning

William Bridges; Transition Model

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

ResentmentAwarenessResistance

AnxietySelf-absorption

ExplorationTesting

CommitmentAcceptanceIntegration


11

John C Maxwell, Developing the Leader Within

• 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


12

.

adaptable

flexible

positive

resilient

Very change-readyNeutralNot change-ready


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?


14

Identify a work-related change you’ve experienced or led in

the past 12 months

List some words to describe your reaction


15

Tell

AskListen

DecideDecide

Decide

16

Receiver

Message

Feedback

Room too hot/cold

Speaking too fast

Erudite Vocabulary Slang or Jargon

Visual

Distra

ctio

nsInterr uptions

Noi

s e

Speaki

ng

unclea

rlyAssumptions

Negative Reactions

Bia

ses

SenderCopyright 2014 Pro Way Development

for HarperCollins 16

17

Circle of Influence Circle of Influence

Circle of

Concern

Circle of Concern

It’s not what happens to us, but our response to what happens to us that hurts us.

Stephen CoveyStephen Covey: 7 Habits of Highly Effective People

ReactiveProactive


18

Force of habit Fear of the unknown Need for security Others?


19

Saying Goodbye The Neutral Zone The New Beginning


ResentmentAwarenessResistance

AnxietySelf-absorption

ExplorationTesting

CommitmentAcceptanceIntegration


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?



21

• 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

Bridges’ Recommendations


22

Bridges’ Recommendations• Strengthen intragroup connections

• Provide encouragement and inspiration

• Provide forum for new ideas

• Recognize small achievements

• Plan for reduced productivity

• Provide training

• Provide a sense of direction/guidance

• Encourage employee involvement

• Meet frequently to provide feedback

• Listen to concerns/expectations

• 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


23

Bridges’ Recommendations

• Provide inspiration

• Provide ongoing opportunities

• Encourage innovation

• Maintain communication

• 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


24

Do• Project a positive position about the

change

• Clearly communicate what the change is (the four P’s)

• Prepare speaking points in advance

• Be prepared to answer questions

• 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

Don’t• Blame higher-ups for the change

• 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

• State that there is no time to discuss changes

• Provide incorrect information or personal opinions about the change

• Participate in the rumor mill

12


25

People don’t see the need/understand the urgency

Under communication◦ Know Act = Compliance+ Know+ Understand+ Believe+ ActCommitment

Milestone achievements aren’t recognized


26

What Helps . . .

Share information - as much as you can and when you can

Check for understanding when others speak

Check for their understanding

Create a partner in problem-solving

Catch people doing things “right”

What Doesn’t Help . . .

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


27

Managing In Difficult Times: The Importance of Resilience

Resilience = the ability to bend and bounce back from hardship

True for organizations as well as individuals—both possess 3 traits:

1. Facing down harsh reality

2. Searching for meaning

3. Ritualizing ingenuity:

[adapted from the 2002 HBR article by Diane Coutu]

Resilience = the ability to bend and bounce back from hardship

True for organizations as well as individuals—both possess 3 traits:

◦ Facing down harsh reality

◦ Searching for meaning

◦ Ritualizing ingenuity:


28Copyright 2014 Pro Way Development for HarperCollins 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

Remind each other that “this too shall pass”

29

[adapted from the 2002 HBR article by Ron Heifitz and Martty Linsky]

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


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


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?


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


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 specific actions will you take to help navigate through change?

What barriers are there to successfully navigating through change? How will you overcome them?

The Four Ps

1.Purpose2.Picture3.Plan4.Part


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)
