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Change management arc staff2

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  • 1. CHANGE
    How to Make Change Work for YOU!
    Presented to:
    ARCSV
    June 1, 2011
  • 2. “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…
  • 3. 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
  • 4. What do you think and feel when you hear the word “change”?
    How Do You Perceive Change?
  • 5. Four Stages of ChangeSource: Jaffe & Scott, 1992
    Denial
    Resistance
    Exploration
    Acceptance
  • 6. One View of Change
  • 7. 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
  • 8. 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
  • 9. Change is inevitable, growth is optional!
    A Thought…
  • 10. 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?
  • 11. 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?
  • 12. 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?
  • 13. Change Style Preference
    Source: Musselwhite, C., Ingram, R. (1998)
    Interpretations of Styles
  • 14. How do these styles prefer to collaborate about change?
    Source: Musselwhite, C., Ingram, R. (1998)
    Interpretations of Styles
  • 15. Potential Style Pitfalls
    Source: Musselwhite, C., Ingram, R. (1998)
    Interpretation of Styles
  • 16. 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
  • 17. 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
  • 18. “The only person who likes change is a wet baby.”—Mark Twain
  • 19. And Perhaps….
    YOU!
  • 20. Questions or Comments?
    Thank YOU!

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