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Learning and Development Center
Overcoming the Challenges of
Change Participant’s Manual
Learning and Development Center
Copyright © 2008 by HRDQ
Published by HRDQ
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ISBN 978-1-58854-402-5
Learning and Development Center
TABLE OF CONTENTS
Overcoming the Challenges of Change Page
Purpose and Course Objectives .................................................................... 1
Module 1. Exploring Change ........................................................................ 2
Module Objectives .................................................................................... 2
Exercise 1-1: Things in Common ............................................................ 3
Exercise 1-2: Phrase Mural ...................................................................... 4
Who Moved My Cheese? Character Summary Sheet ......................... 5
Exercise 1-3: The Writing on the Wall ................................................... 6
Traditional vs Modern Organizations ................................................... 7
Module 2. The Change Process ..................................................................... 8
Module Objectives .................................................................................... 8
Exercise 2:1 Organizational Change Orientation Scale ....................... .. 9-14
People’s Reaction to Change ................................................................... 15
Exercise 2-2: Golden Days Experience ................................................... 16
Exercise 2-3: Mastering the Change Curve........................................... 17-24
Four Predictable Stages of Change ........................................................ ..... 25
Moving the Changes of Change ............................................................. 26-33
Management Approach for Each Phase.................................................... 34
Team Analytical Tool ............................................................................... .... 35
Module 3. Personal Initiation to Change .................................................... ... 36
Module Objectives .................................................................................... 36
Thinking Preferences ............................................................................... 37-39
Learning and Development Center
Exercise 3-1: Thinking Preference .......................................................... 37-38
Exercise 3-2: Style Assets and Roadblocks ........................................... 39
Module 4. Coping with Change ................................................................... 40
Module Objectives .................................................................................... 40
Four Tactics for Coping With Change ................................................... 41
Dealing with Loss ..................................................................................... 42
Thinking Strategies .................................................................................. 43
Exercise 4:1 Dealing With Loss, Describe the Losses .......................... 44
Exercise 4:1 Dealing With Loss, Identify Alternatives ........................ 45
Exercise 4-2: What’s in it for me? ........................................................... 46
Exercise 4-3: Building Support Systems ................................................ 47-49
Five Steps to Personal Change ................................................................ 50
Action Plan ................................................................................................ 51
Exercise 4-5: Identification of Key Learnings ....................................... 52
1
Overcoming the Challenges of CHANGE
Purpose The purpose of this session is to provide you with the necessary tools and strategies to adapt and move through the organizational change process. It will help you see change in a positive light and how it can be beneficial. Also, it will help you cope with change and become active in the change process.
Objectives After successful completion of this course, you will:
• Discover lessons on dealing with change learned by the characters from the book “Who moved My Cheese?”
• Explore several models to help transition through phases of change
• Assess your own approach to handling change
• Identify and apply strategies to help navigate the change process in the work environment
• Create an action plan to help move through the current stage
Course Content Below is a list of the modules that will be covered in this workshop.
MODULE TITLE
1 Exploring Change
2 The Change Process
3 Initiation to Change
4 Strategies to Cope With Organizational Change
2
Module 1
Exploring Change
Workshop Objectives At the end of this module, you will:
• Analyze and discuss the characters in order to determine their approach to change
• Create a mural of phrases that deal with change from the story
• Explore a change model as it relates to the characters in the story
3
Participant Manual – Overcoming the Challenges of Change Exercise 1-1: Things in Common
Instructions
1. Introduce yourself to the other members of your table group and share information about yourself. During this process, you and your group should identify at least one thing that all of you have in common. One member, acting as the group’s recorder, should write the common item on the flipchart, at the top of the page.
2. The recorder should write the word change across the center of the page and then circle it.
3. Identify important organizational changes you and other members have experienced over the past couple of years. The recorder should write these changes as "rays" coming out of the circle. If duplications occur, an asterisk should be placed next to the change already recorded.
4. Along with the rest of your group, produce a list of hopes and expectations for the workshop. The recorder should write this list on a new flipchart page.
5. Be prepared to report out your name, your position, and your organization. Then have one member of the table group report out:
− What your table-group members have in common.
− The changes your group has experienced.
− The hopes and expectations your group expressed.
4
Participant Manual – Overcoming the Challenges of Change Exercise 1-3: Who Moved My Cheese? - Character Summary Sheet Sniff • Sniffs out and anticipates change sooner • Sniff is better prepared for change. • Is alert to a small change that may lead to larger change • Expects change to occur in organizations • Can adapt and change. Scurry • Scurries into action quickly when change occurs, so he changes and wins sooner than • Easily changes direction, if needed. • Can adapt and change. Hem • Gets hemmed in by his reluctance to change. • Wants to stay in comfortable surroundings. • Gets stuck in fear and discomfort. • Gets angry, blames others, gets depressed. • Cannot adapt and doesn’t change, so he loses. Haw • At first he “hems and haws,” but is able to laugh at his fear of change (haw, haw!). • Is able to see the real situation. • Can adjust. • Is happy when he changes and finds something better.
5
Participant Manual – Overcoming the Challenges of Change Exercise 1-2: Phrase Mural Instructions
1. Work in assigned groups.
2. Your group’s assignment is to create a mural of new versions of phrases from your Who Moved My Cheese handout.
6
Participant Manual – Overcoming the Challenges of Change Exercise 1-3: The Writing on the Wall
Instructions Select one of the ideas that Haw learned from his journeys in the maze and explain how it relates to your life experiences. Use the bottom (and the back, if you need more room) of this paper to capture your ideas.
Change Happens - They keep moving the Cheese
Anticipate Change - Get ready for the Cheese to move
Monitor Change - Smell the Cheese often so you know when it is getting old
Adapt to Change Quickly -The quicker you let go of old cheese, the sooner you can enjoy New Cheese
Change - Move with the Cheese
Enjoy Change! - Savor the adventure and enjoy the taste of New Cheese!
Be Ready to Quickly Change And Enjoy It, Again And Again! - They keep moving the Cheese
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
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Participant Manual – Overcoming the Challenges of Change
Traditional vs. Modern Organizations
Element Traditional Organization Modern Organization
Organizational Culture
• Established • Fixed • Failure is dreaded • Knowledge and skills for
workers presumed complete upon entry
• Focuses on procedures
• Fluid • Adaptable to change • Failure is part of learning • Continuous learning for workers
is a way of life • Focuses on customers
Organizational Structure
• Tall (multilayered) • Autocratic
• Flat • Participative
Organizational Outcomes
• Production/services are efficient • Costs are justified • Complex administrative systems
operate reliably
• Production/services have quality and value
• Customer requirements are delivered cost-effectively
• Systems are sometimes changed radically to solve problems
Management-Worker
Relationship
• Based on power, authority, and rights
• Directive • Controlling
• Based on interests • Collaborative • Empowering
Decision-Making Responsibility & Communication
• Chain of command • Controlled by management • Management has authority and
accountability; worker has accountability without authority
• Self-managed • Worker has accountability and
authority for his/her work
Worker
• Viewed as a cost • Viewed impersonally • Safety and health viewed as a
cost • Value on conformity and
uniformity • Contributes labor • Limited knowledge of the
organization • Specialized, routinized, and
narrow range of skills
• Viewed as an asset • Viewed holistically • Safety and health viewed as need
for a caring, healthy, and safe environment
• Value on diversity • Contributes labor, knowledge,
and judgment • Access to the broader knowledge
in the organization • Broad, cross-functional skills
Organization of Work
• Specialized, functional departments
• Wide use of teams and cross-functional networks
Rewards & Compensation
Systems • Based on seniority • Based on job classification
• Based on pay-for-knowledge • Multidimensional reward system
8
Module 2
The Change Process
Terminal Objective In this module, you will be able identify behavior reactions and phases during organizational change situations.
Enabling Objectives At the end of this module, you will be able to do the following:
• Identify behavior reactions to change
• Identify four phases during the change process and relate experiences to the phases
• Identify the predictable and natural process when dealing with change
9
10
Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Organizational Change Orientation Scale
Instructions: Decide how often your approach is like the behavior explained. Read each statement carefully and record your responses on the response form. 1. Try to find out how it might have an impact on me.
2. Don’t get much involved.
3. Am not open with my opposition.
4. Ask, “What’s in it for me?”
5. Keep my views to myself.
6. Look for scapegoats when it bothers me.
7. Initiate changes that I consider are needed.
8. Take a neutral position.
9. Interfere with the changes I consider are misguided.
10. Try to “stay two steps ahead” in expectation of the next changes that might occur.
11. Show minimal support.
12. Blame others for my trouble with it.
13. Am at ease with the change.
14. Just go along with it.
15. Actively work against the changes with which I differ.
16. Look for obstacles that stand in the way of implementing it.
17. Follow rather than lead.
18. Respond with passive resistance.
19. Search for solutions to problems created by the change.
20. Complain about the changes.
21. Openly resist the changes.
22. Make an effort to expect the need for it.
23. Take part in griping sessions about it.
24. Undermine the changes with which I disagree.
11
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Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Organizational Change Orientation Scale – Response Form Instructions: Choose the statement ending that best reflects the way you deal with change. Circle your choice for each statement. AA = Almost Always VO = Very Often SO = Sometimes
NYO = Not Very Often AN = Almost Never
1) AA VO SO NVO AN
2) AA VO SO NVO AN
3) AA VO SO NVO AN
4) AA VO SO NVO AN
5) AA VO SO NVO AN
6) AA VO SO NVO AN
7) AA VO SO NVO AN
8) AA VO SO NVO AN
9) AA VO SO NVO AN
10) AA VO SO NVO AN
11) AA VO SO NVO AN
12) AA VO SO NVO AN
13) AA VO SO NVO AN
14) AA VO SO NVO AN
15) AA VO SO NVO AN
16) AA VO SO NVO AN
17) AA VO SO NVO AN
18) AA VO SO NVO AN
19) AA VO SO NVO AN
20) AA VO SO NVO AN
21) AA VO SO NVO AN
22) AA VO SO NVO AN
23) AA VO SO NVO AN
24) AA VO SO NVO AN
13
14
Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Organizational Change Orientation Scale – Scoring Form
Instructions: Choose the statement ending that best reflects the way you deal with change. Circle your choice for each statement. AA = Almost Always VO = Very Often SO = Sometimes
NYO = Not Very Often AN = Almost Never
1) 4 3 2 1 0
2) 4 3 2 1 0
3) 4 3 2 1 0
4) 4 3 2 1 0
5) 4 3 2 1 0
6) 4 3 2 1 0
7) 4 3 2 1 0
8) 4 3 2 1 0
9) 4 3 2 1 0
10) 4 3 2 1 0
11) 4 3 2 1 0
12) 4 3 2 1 0
13) 4 3 2 1 0
14) 4 3 2 1 0
15) 4 3 2 1 0
16) 4 3 2 1 0
17) 4 3 2 1 0
18) 4 3 2 1 0
19) 4 3 2 1 0
20) 4 3 2 1 0
21) 4 3 2 1 0
22) 4 3 2 1 0
23) 4 3 2 1 0
24) 4 3 2 1 0
SUPPORT TOTAL
NEUTRAL TOTAL
RESIST TOTAL
15
Participant Manual – Overcoming the Challenges of Change People’s Reactions to Change
Support Making change happen
Anticipating the need for change
Problem solving
Neutral Agreement without commitment
Fence sitting
Withholding support
Resist Blaming and finger pointing
Passive resistance
Overt resistance
1. When you are supportive of change, what responses do you use?
2. What neutral responses do you use?
3. What behaviors of resistance toward change do you use?
16
Participant Manual – Overcoming the Challenges of Change Exercise 2-2: “Golden Days Experience” Instructions Briefly describe a period in your life that you would term as a “Golden Days Experience”—an experience that was very positive but came to an end because of something outside your control. Think about how you felt about yourself, your abilities, and your relationships with the people involved in the experience. 1. What was your initial reaction to the change?
2. After a while, what was your response (secondary response) to the change?
3. How did the change turn out?
4. Based on results of the inventory, which of these behaviors tends to be the way you typically function when facing change?
17
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Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Mastering the Change Curve Instructions: Please read each statement carefully. Describe how true each statement is of your current reaction to the change. Record your responses on the Response Form by circling the appropriate group of letters.
1. This change doesn’t have any effect on me.
2. I prefer the way things were before.
3. I’m excited about all the new opportunities the change allows.
4. I’ve really come a long way with this change.
5. The reality of the change hasn’t hit me yet.
6. I don’t know if I can do what is expected of me in this change.
7. Everything is unsettled, but we’re dealing with the genuine concerns.
8. I would not want to go back to the way things were before.
9. I’m not spending a lot of time worrying about the change.
10. I feel this change is terrible for the organization.
11. I keep thinking of new ways to do things.
12. I have mastered what needs to be done to be effective with this change.
13. I’m sure this situation will blow over soon.
14. I am upset about the change.
15. Lately, I’ve had a better attitude towards the change.
16. I’m comfortable in the new work environment.
17. I don’t have any feelings about the change.
18. I can’t concentrate on my work.
19. I am surprised at how many new things I’m learning because of this change
20. I feel wonderful about myself and what I have achieved to meet the demands of the change.
21. I just try to do what I need to do to get through the day.
22. I’m angry about the way this situation was done.
23. I feel like the worst part of the change is over.
24. I’ve learned things in this change that will help me deal with the next change.
19
20
Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Mastering the Change – Response Form Instructions: Choose the statement ending that best reflects the way you deal with change. Circle your choice for each statement. Add the circled numbers down each column and place the totals in the boxes below. You will have four scores representing the four phases.
1) ATT MT
ST
MU ATU
2) ATT MT
ST
MU ATU
3) ATT MT
ST
MU ATU
4) ATT MT
ST
MU ATU
5) ATT MT
ST
MU ATU
6) ATT MT
ST
MU ATU
7) ATT MT
ST
MU ATU
8) ATT MT
ST
MU ATU
9) ATT MT
ST
MU ATU
10) ATT MT
ST
MU ATU
11) ATT MT
ST
MU ATU
12) ATT MT
ST
MU ATU
13) ATT MT
ST
MU ATU
14) ATT MT
ST
MU ATU
15) ATT MT
ST
MU ATU
16) ATT MT
ST
MU ATU
17) ATT MT
ST
MU ATU
18) ATT MT
ST
MU ATU
19) ATT MT
ST
MU ATU
20) ATT MT
ST
MU ATU
21) ATT MT
ST
MU ATU
22) ATT MT
ST
MU ATU
23) ATT MT
ST
MU ATU
24) ATT MT
ST
MU ATU
ATT=Almost Totally True
MT=Mostly True ST= Somewhat True MU=Mostly Untrue
ATU=Almost Totally Untrue
21
22
Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Mastering the Change – Scoring Form Instructions: Add the circled numbers down each column and then place the totals in the boxes at the bottom of each column.
1) 2) 3) 4)
5) 6) 7) 8)
9) 10) 11) 12)
13) 14) 15) 16)
17) 18) 19) 20)
21) 22) 23) 24)
T
O T
A L
S
Denial Resistance Exploration Commitment
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
5 4 3
2 1
23
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Participant Manual – Overcoming the Challenges of Change Exercise 2-1: Creating a Picture of Your Change You can create a picture of where you are in terms of the change phases by reviewing your scores for each phase. Begin by copying your score for each phase into the corresponding box below.
Denial
______________
Resistance
______________
Exploration
______________
Commitment
______________
High Range = Over 15
High Range = Over 19
High Range = Over 22
High Range = Over 22
PHASE 1 Denial
PHASE 4 Commitment
PHASE 2 Resistance
PHASE 4 Exploration
For each phase in which your score is in the high range, color in the curve for that phase on the chart below.
25
Participant Manual – Overcoming the Challenges of Change Four Predictable Stages of Change
1. Shock/denial - is probably the most response to change, but also the most difficult. Denial is a psychological term that refers to a defense against change. It takes the form of ignoring or not responding to information that demands a change. Denial is an attempt to preserve the success and the comfort of the past by ignoring signs that the past is over.
2. Resistance - everybody resists change. It is natural to want things to remain as they are, to hold on what is comfortable. No matter how exciting a change may be, you also will feel some uneasiness and anxiety about the uncertain future. Sometimes they show anger at the organization, feel that there is nothing they can do, and believe that the task is impossible.
3. Exploration - is a fun phase, full of new energy and willingness to learn, experiment, and try new ways. This is a very exciting time. At this point, people have finally accepted the change and are ready to assess where they are with it, clarify goals, and explore alternatives.
4. Commitment – individuals who are in the commitment phase have learned to work effectively in the changed environment. For them, the change has become “business as usual.” The new way of working seems natural now, not like something different. As this stage continues, commitment becomes deeper and deeper. This is not a phase of particular excitement but rather comfort. The commitment phase is also a time for reflection on what has been learned. It is important for those who reach commitment to reward themselves for success and prepare for the next change.
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Participant Manual – Overcoming the Challenges of Change Moving through the Stages of Change
Shock/Denial Stage - you probably take comfort in the way things were and are not acknowledging the extent of the change. Although you may be aware of the change, the full impact of what it means for you personally has not set in. You may view the change as temporary and see others reactions to the change overblown.
What can you do to move yourself through denial?
Look around, seek information, and notice what is happening around you
Separate what you wish was true from what is really true
Talk to the other person about what they are seeing and doing about the change
Learn why the change is happening
27
Participant Manual – Overcoming the Challenges of Change Questions to Help You Move through the Denial Phase
1. Why is this change happening?
2. Do you have an alternative but to change? What will be the consequences if you don’t change?
3. What is expected of you? What do you know and what don’t you know
4. What are feelings about this change?
3. What is expected of you? What do you know and what you don’t know?
4. What are your feelings about this change?
28
Participant Manual – Overcoming the Challenges of Change Moving through the Stages of Change
Resistance Stage - you are probably experiencing a good bit of resistance. It is likely that you have negative thoughts and feelings about the change. Nothing about the change seems good or even satisfactory. You may openly criticize the change and doubt your willingness or ability to do what is needed to make the change a success.
What can you do to move yourself through resistance?
Be aware of your feelings and accept that it is natural to feel this way.
Plan for and acknowledge resistance when you face a change.
Understand that you will want to blame others to understand the reasons and the need for change.
Allow yourself the luxury of resistance, but try not to get stuck in this stage.
Seek out other people for support and talk candidly about your feelings.
Talk to people who have a positive outlook and see what they are doing to adjust to the
change.
29
Participant Manual – Overcoming the Challenges of Change Questions to Help You through the Resistance Stage
1. What are you losing as a result of this change?
2. What can you personally control (e.g., your attitude, thoughts, feelings, and behavior?)
3. What lies ahead for you? How will the future be different from the past?
4. What is the one step you can take right now to manage the change?
30
Participant Manual – Overcoming the Challenges of Change Moving through the Stages of Change
Exploration Stage - you are probably beginning to find excitement in the change. You have accepted the change as real and are beginning to think about the future; about what you and others can do to make it work. You begin to learn and practice new tasks and to plan for the future. You begin to feel positive about the future that spurs to action rather than making you want to pull back and hide.
What can you do to move yourself through exploration?
Learn and practice new skills that are needed by your department to manage its own change.
Try to view the change from many different perspectives.
Imagine what you are trying to create - the positive vision of what you want to happen. Then plan backwards from where you want to go.
Take to explore alternatives before you rush to make a decision about what to do or how to
do it.
Seek out as many new ideas as you can before you come to a conclusion or form a plan.
Work with others to solve problems.
Try things out before you adopt them.
31
Participant Manual – Overcoming the Challenges of Change Questions to Help You through the Exploration Stage
1. How can you make a difference in this change?
2. What would you like to create out of this change?
3. What will the future look like?
4. What are the possible opportunities and advantages for you in this new change?
32
Participant Manual – Overcoming the Challenges of Change Moving through the Stages of Change
Commitment Stage - the change is now a regular way of life for you in your department. You have learned to be effective in your job. You are probably committed to continuing to make the change work, and would not go back to the way things were before. You may think things could be better, but you probably take comfort in the way things are now and you are willing and able to help others through the change. Your new task is to be ready to take on any changes that come in the future.
What can you do to move yourself through commitment?
Focus energy and time on areas you make a difference.
Recognize and reward yourself for your success.
Look ahead to the future.
33
Participant Manual – Overcoming the Challenges of Change Questions to Help You through the Commitment Stage
1. How do you know that you have succeeded in the change?
2. What can you give yourself as a reward?
3. List two or three long-term goals.
4. What are the possible opportunities for you in further changes to the organization?
34
Participant Manual – Overcoming the Challenges of Change Management Approach for Each Phase
During Denial - You will hear people saying things like, “I can’t believe it. You’ve got to be kidding.” During this stage confront individuals with information. Let them know that the change will happen. Explain what to expect and suggest actions they can take to adjust to the change. Give them time to let things sink in and then schedule a planning session to talk things over. You will notice during this stage that withdrawal happens. People focus on the past and not much gets done.
During Resistance - You will hear things like, “It really burns me up. Nobody
knows what they’re doing.” People will exhibit anger, anxiety and even depression. Listen, acknowledge feelings and encourage support. Don’t try to talk people out of their feelings or tell them to pull together. Make sure your employees have a place to get rid of anger. Give permission to come to you with anger and frustration not punish them for this. Change produces loss and all loss must be grieved.
During Exploration - Your employees will exhibit confusion, chaos, energy, new ideas but a lack of focus. During this stage, focus on priorities and provide any needed training. Follow up on projects underway. Set short-term goals, conduct brainstorming, visioning and planning sessions.
During Commitment - You may hear things like, “If that’s what they want, then that’s what we’ll do.” There will be more working together, cooperation, and focus. This is the time to set long-term goals. Concentrate on team building. Validate and reward those responding to the change. Look ahead.
35
Participant Manual – Overcoming the Challenges of Change Team Analytical Tool
To help you plan, use the Team Analytical Tool to find out what approach to use. List a few people in your group and, based on your observations, identify which phase each person is in.
Name Signs Observed Phase
1.
2.
3.
4.
5.
6.
Finally, from your analysis, what strategies are you going to use to move yourself and others to the next level? If you are a manager or supervisor, what strategies are you going to use to move to the next level? ________________________________________________________________________________ ________________________________________________________________________________
Who are the people that can help others move along? ________________________________________________________________________________ ________________________________________________________________________________
Who are the people in your group that may need special help?
________________________________________________________________________________ ________________________________________________________________________________
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Module 3
Personal Initiation to Change
Terminal Objective In this module, you will identify your preferred style of thinking and explore the impact of your style on how you deal with change.
Enabling Objective At the end of this module, you will be able to do the following
• Examine your preferred style of thinking and the implications of your style in dealing with change.
37
Participant Manual – Overcoming the Challenges of Change Thinking Preferences Consider Ned Herrmann’s concept of thinking preferences and the four quadrants of the brain. People with a preference for the A quadrant are often described as factual, logical, rational, theoretical, and mathematical. They favor activities that involve analysis, dissection, figuring, and facts.
People with a preference for the B quadrant are often described as ordered, detailed, sequential, controlled, and conservative. They favor activities in which they can apply their experiences or use testing. They also like activities in which they can take action and use many rules. They have trouble understanding why others can’t do it right the first time.
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Participant Manual – Overcoming the Challenges of Change Thinking Preferences People with a preference for the C quadrant are often described as musical, spiritual, talkative, emotional, and empathetic. They prefer activities that involve groups of people, a great deal of sharing, and traditional, ceremonial events.
People with a preference for the D quadrant are often described as artistic, holistic, flexible, imaginative, and synthesizing. They prefer activities that have no structure, provide endless possibilities, flexible hours, and no deadlines.
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Participant Manual – Overcoming the Challenges of Change Exercise 3-2: Style Assets and Roadblocks
Instructions
1. Work in your style groups to discuss how you see your style expressing itself in the changes you are experiencing in your workplace.
2. Next, answer the following two questions:
− What assets does your style contribute to the changes going on? That is, how do the attributes of your style facilitate the change process?
− What potential difficulties does your style pose for the changes going on? That is, how do the attributes of your style hinder the change process?
3. Summarize your responses on a flipchart page under the following two headings:
− Style Assets/Contributions
− Style Difficulties/Roadblocks
4. Be prepared to share your information with the other groups.
40
Module 4
Coping with Change
Terminal Objective
In this module, you will develop coping techniques for helping yourself and others deal with change.
Enabling Objectives At the end this module, you will be able to do the following:
• Identify four major tactics for coping with change.
• Identify personal losses associated with your organization’s changes and use thinking strategies to generate alternatives for dealing with those losses.
• Identify potential benefits and opportunities afforded by the changes.
• Identify and assess your support systems and develop a plan to increase or enhance them.
• Identify endings you have experienced or will experience as a result of your organization’s changes.
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Participant Manual – Overcoming the Challenges of Change
FOUR TACTICS FOR COPING WITH CHANGE
Tactic 1: Deal with the losses.
Tactic 2: Identify Benefits and Opportunities.
Tactic 3: Use your support system.
Tactic 4: Say goodbye to the endings.
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Participant Manual – Overcoming the Challenges of Change
Dealing With Loss
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Participant Manual – Overcoming the Challenges of Change
Thinking Strategies
1. Reframing—A thinking technique for turning what’s negative about a situation into something positive by using a different frame of reference to understand it.
− What assumptions are false?
− What can I control in the situation?
2. Replacing—Thinking about how you can compensate for the loss in the future, either within or outside the organization.
− Is there any way I can get back what I’m losing?
− Can the need fulfilled by what I’m losing be fulfilled in some other way?
3. Reinventing—Thinking creatively about the loss.
− If nothing in the current situation will allow you to fulfill this need, what are you going to do?
− What other opportunities can you find?
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Participant Manual – Overcoming the Challenges of Change
Exercise 4-1: Dealing with Loss, Part 1: Describe the Losses
Instructions 1. Think about the change(s) in your organization; then list those things that you
have personally lost or will lose because of the change(s). Be as thorough as possible.
2. Briefly describe what is important to you about each loss.
What I Have Lost/Will Be Losing What's Important About It
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Participant Manual – Overcoming the Challenges of Change Exercise 4-1: Dealing with Loss, Part 2: Identify Alternatives
Instructions
1. Select a significant loss that concerns you from Part 1 of your worksheet.
2. Work in your group of three to generate alternatives for dealing with the most important loss for each group member.
3. Use the three thinking strategies: reframing, replacing, and reinventing (see pages 42-43 of your work book for information on the strategies).
Loss:
Alternatives:
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Participant Manual – Overcoming the Challenges of Change Exercise 4-2: What’s in it for me?
Instructions
1. Work in your table group to come up with benefits and opportunities you have experienced or may experience as part of your organization’s changing dynamics.
2. Create a “map,” similar to the one displayed by the instructor.
3. All group members should write in a word, brief phrase, picture, or symbol of the personal benefits and opportunities. Connect these ideas to the box by drawing lines.
4. Discuss with the members of your group the overall conclusion about what the map is telling them about the benefits and opportunities of the changes.
5. Select a spokesperson to explain your map to the larger group.
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Participant Manual – Overcoming the Challenges of Change Exercise 4-3: Building Support Systems
Introduction
A support system can greatly assist you in dealing with the impact of significant change. The following exercise will help you to identify your current system of support and enable you to construct an action plan to strengthen your system.
Instructions
1. Working individually, complete Parts 1 and 2 of the worksheet on the following two pages.
2. As you feel comfortable, share aspects of your support system and plan of action with your partner.
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Participant Manual – Overcoming the Challenges of Change
Exercise 4-3: Building Support Systems, Worksheet Part 1 Instructions
List the components of your current support system under each category.
People Things
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
Activities Beliefs/Attitudes
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
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Participant Manual – Overcoming the Challenges of Change
Exercise 4-3: Building Support Systems, Worksheet Part 2
Instructions Answer the following questions about your current support system.
1. Which parts of your support system are you happy with? Why?
2. Which parts would you like to change (or expand upon)?
3. Describe (or list) actions that could be included in your action plan to change or expand your support system.
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Participant Manual – Overcoming the Challenges of Change
Five Steps to Personal Change
1. Voice your concerns - it is very important you vent your emotions during organizational change, since bottled up feelings can lead to resistant behaviors. Venting negative emotions is the only way to begin to move past them.
2. Ask questions – everyone affected by change should be kept informed and updated regularly on all relevant issues. Sometimes it is the individual’s responsibility to go after the information that he or she needs to cope with the change, make sense of it, and begin to contribute.
3. Take a plunge – Once the change is understood, individuals are more willing to participate in the change process. Sometimes people have the tendency to hold on to the “old ways” of doing things. Only by forging ahead, tackling new systems, creating new alliances -can individuals begin to realize that the emotional satisfaction of the past can be regained within in the new structure.
4. Visualize the future – Making a conscious effort to imagine what the future might look like can focus energy, fire the imagination, and inspire commitment. With the vision in mind, it’s much easier for an individual to formulate the goals and action plans that will help him or her stay on course.
5. Keep learning – Even the most committed and energetic employees can become discouraged by failures and setbacks, both of which are inevitable in times of organizational change. Ultimately, change is about learning – whether things are going well or not. The challenge is to learn to see all aspects of change as on-going opportunities to learn and grow.
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Participant Manual – Overcoming the Challenges of Change
Action Plan
1. What are you going to stop doing to manage this change more effectively?
2. What are you going to start doing to manage this change more effectively?
3. What are you going to continue doing to manage this change more effectively?
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Participant Manual – Overcoming the Challenges of Change
Exercise 4-5: Identification of Key Learnings
Instructions
In your table group, discuss what you have learned about managing the personal side of change as a result of this workshop. Focus on the key learnings and insights you have gained. Jot down your thoughts, and be prepared to share them with the larger group.
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References
The following resources were used towards the development of this course material. In addition, input was received through interviews with subject matter experts. The following resources were used in the development of this training.
Beckhard, Richard and Wendy Pritchard. 2003. Changing the Essence: The Art of Creating and Leading Fundamental Change in Organizations. Brown, Michelle K. (2008). Organizational Change Cynicism: The Role of Employee Involvement, Human Resources Management. Chang, Richard Y. (1994). Mastering Change Management. Practical Learning Press Cowan, Louise S. (2005). Change Management, ASTD Press. Goman, Kinsey, Ph.D. (1990) Adapting to Change: Making it Work for You. HRDQ, Working through Organizational Change, 2003. Kelman, Steven, Unleashing Change: A Study if Organizational Renewal in Government. Scott, Cynthia D. (2004). Change Management: Leading People through Organizational Transitions. Meisinger, Susan. (2008) Change Management and HR’s Role. http://findarticles.com www.bdrconsultants.com What is the Change Agent Role? (2008) The Leader as a Change Agent, Barbara Kaufman (2005). Working Through Organizational Change,”HRDQ, John E, Jones, Ph.D., and William L. Bearley, EdD. “Surviving Workplace Change,” HRD Press. Amherst, Massachusetts
