CHANGE How to Make Change Work for YOU! Presented to: ARCSV June 1, 2011
“Change starts when someone sees the next step.”—William Drayton (American politician 1776-1846) “There are things I can't force. I must adjust. There are times when the greatest change needed is a change of my viewpoint.”—Denis Diderot (French philosopher 1713-1784) “When you’re finished changing, you’re finished.” Benjamin Franklin Thoughts on change…
At the end of this session, you should be able to: Describe change and your reaction to it Identify some strategies for coping with change Create a plan to be more personally resilient to change Today’s Objectives
What do you think and feel when you hear the word “change”? How Do You Perceive Change?
Four Stages of ChangeSource: Jaffe & Scott, 1992 Denial Resistance Exploration Acceptance
What Causes Change? External Internal Technology Economy Market Niche (competition) Government regulations Changing customer needs Human or social needs and values Leadership and vision Workforce demographics Employee Dissatisfaction Innovation Performance failures
In pairs, identify discuss the following questions with respect to the American Red Cross: What are the external causes of change? What are the internal causes of change? Identify 3 ways from your perspective that the organization can respond constructively to each change. Exercise #1—Causes of Change
Change is inevitable, growth is optional! A Thought…
Loss Mistrust of leadership Disagree with the change Low tolerance for change A disturbance Unpredictability Effort to learn new things Why Do We Resist Change?
Resistance helps us to… Clarify the problem Identify other issues that may need to be addressed first Question and improve on the change Make the changes stronger Make sure that the change is right! Focus on the opportunities to be gained It’s all in how you perceive it! Why is Resistance to Change Important?
Conserver Pragmatist Originator Complete the brief assessment. Distribute a total of 3 points to each pair of statements. Depending upon how strongly you agree with statement A or B, assign the statement 0, 1, 2 or 3 points. 0=almost never 1=sometimes 2=often 3=almost always How Do You React to Change?
Change Style Preference Source: Musselwhite, C., Ingram, R. (1998) Interpretations of Styles
How do these styles prefer to collaborate about change? Source: Musselwhite, C., Ingram, R. (1998) Interpretations of Styles
Potential Style Pitfalls Source: Musselwhite, C., Ingram, R. (1998) Interpretation of Styles
Keeping in mind your own change style, how would you introduce change to peers with types other than your own? How might you need to flex your style to better collaborate with other types? How can you work better with others on your team? Exercise #2—Managing Your Response to Change
Keep change in perspective Understand how you react to change and adapt Be sure of who you are and what you want to accomplish Be organized Be a part of the solution Build strong organizational relationships Be proactive Becoming Resilient
“The only person who likes change is a wet baby.”—Mark Twain