It's Changing Again

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“It’s not the progress I mind, it’s the change I don’t like.” – Mark Twain

Technology continues to change rapidly. Some of your co-workers, employees and clients love it and can’t wait for the next upgrade. Others break out in a cold sweat at the mere mention of the word. Join us to:

Understand the four stages of the change process.
Learn how to identify the unique needs that the four generations in today’s workforce have when dealing specifically with technological change.
Increase acceptance of and competence with new systems and decrease the stress that comes with change so employees can focus on the benefits and get back to work!

Speaker: Mark LaPlaca, Senior Training Specialist, Employers Association of the NorthEast

Published in: Business
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  • How many her are afraid of change? - One honest person
    How many here think other people are afraid of change? - Denial
  • Start with YOU as Leaders
    Tools
    Communication Strategy
    People
  • What are you resisting when you resist change?
    Routines
    Unknown
    Fear of the unknown
    Vulnerability
    When we let go of our comfort zone (put ourselves out there) we feel vulnerable
    Before you can change someone’s performance…
    You must change “their” perception of “their” performance
    It is a slow process – How does Action A – help you achieve the outcome B
    PERCEPTION - ask your children to clean their room – their perception of a clean room is different than yours.
    Perception – Different point of view (Old women/young women)
    “Nothing changes without personal transformation”. - Deming
    “Life does not get better by chance, it gets better by change.”Jim Rohn
  • According to John Kotter –
    The total amount of communication going to an employee in 3 months = 2,300,000 words
    The typical communication of a change vision over a period of 3 months – 13,400 words
    There the chang vision captures only .58 percent of the communication market share.
  • Imposed Change - FEELINGS
  • Intentional Change –THINK - In Control (New job)
    Imposed Change –FEEL - Feel Powerless – out of control
    For many of our employees it is Imposed Change
    How “I” accept the change will depend on how I “feel” about the change.
    To help our employees through change, we need to be/become a “Change Master.” It starts with US.
  • Change – to do something differently – often initiated externally – modify, shift, transform
    Changing – your actions – to become different (internally)
    All change is personal and internal first
    Each individual personalizes and internalizes it first
  • Best Leadership Practices:
  • Resistance or Lack of participation
    don’t see the problems and opportunities very clearly – (Lack of Vision)
    Don’t see the sense of urgency – Message is not clear – WHY
  • Change – to do something differently – often initiated externally – modify, shift, transform
    Changing – your actions – to become different (internally)
    All change is personal and internal first
    Each individual personalizes and internalizes it first
  • Change – to do something differently – often initiated externally – modify, shift, transform
    Changing – your actions – to become different (internally)
    All change is personal and internal first
    Each individual personalizes and internalizes it first
  • It's Changing Again

    1. 1. It’s Changing Again? Facilitated by: Mark LaPlaca Senior Training Specialist Employers Association of the NorthEast
    2. 2. Program Objectives  Understand the four stages of the change process  Identify the unique needs of the four generations in today’s workforce  Increase acceptance and competence  Decrease stress
    3. 3. Employee Resistance to Change “It’s not the progress I mind, it’s the change I don’t like.” - Mark Twain
    4. 4.  REAL CHANGE BUSINESS CHANGE (project/task management) BEHAVIOR CHANGE (change management) The change process must achieve both business and behavior aspects …
    5. 5. Communicating the Change  What is your message?  Who is your audience?  Channels?  Timing?  Feedback
    6. 6. Failure to Communicate
    7. 7. Two Levels of Organizational Change Visible/ Tangible Changes Hidden/ Emotional Reactions “Above the Waterline” “Below the Waterline” Waterline
    8. 8. Impact of Intentional vs. Imposed Intentional Change Imposed Change Is a conscious decision vs. Is anticipated vs. Is gradual vs. Solves problems vs. Provides new opportunities vs. Is a decision without choice Is unexpected Is sudden Creates problems Disrupts routines
    9. 9. Stages of Transition through Change
    10. 10. Denial Stage
    11. 11. Stage One - Denial People in denial:  Avoid the topic of change as much as possible.  Act as if nothing is happening.  Focus on little details and ask picky questions.  Question the data or method used to make decisions.
    12. 12. Resistance Stage
    13. 13. Stage Two - Resistance People in resistance:  Show anger / complain.  Disparage or doubt the wisdom of the change.  Refuse to go along or pretend to go along.  Feel overwhelmed.
    14. 14. Resistance  The top obstacle to successful change is associate resistance at all levels: front-line, middle managers, and senior managers.  Resistance is a natural and inevitable part of the change process.  The most difficult resistance is that which is covert.  Ignoring resistance will only make it stronger and more contagious.  Thank people for raising issues and expressing their resistance.
    15. 15. Causes of Resistance  Associates resist because they lack awareness of the change, are comfortable with the ways things are, and fear the unknown  Middle managers resist change because of fear of losing control and overload of current tasks and responsibilities  Expect the most resistance from the people who have the most to lose with the change
    16. 16. How to Appreciate a Fine Whine 1. Acknowledge that you value resistance 2. Provide easy feedback channels 3. Leverage informal leaders, positive and negative 4. Understand their Frame Of Reference (FOR)
    17. 17. Exploration Stage
    18. 18. Stage Three - Exploration People in exploration:  Seek to learn and discover possibilities.  Take risks and try new things.  Want to solve problems  Begin to see the vision
    19. 19. Commitment Stage
    20. 20. Stage Four - Commitment People in commitment:  Feel confident and in control.  Are comfortable with change.  Feel more mastery and less stress.  Are up to speed on the technical changes.
    21. 21. Stages of Transition through Change
    22. 22. Four Generations in the Workplace
    23. 23. The Veterans Although in their 70′s now, many are still active in the workplace. They are technology avoiders. It isn’t intuitive to them, and they are often afraid of breaking something. In the workplace, they may argue that the old ways are the best ways. Pens and paper are their friends. Many got through that entire VCR “fad” without learning how to record, and they hope other technologies are just as transient.
    24. 24. 27 Managing Veterans  Allow the employee to set the “rules of engagement”  Ask what has worked for them in the past and fit your approach to that experience  Let them define quality and fit your approach to that definition
    25. 25. 28 Managing Veterans  Use testimonials from the nation’s institutions (government, business, or people)  Emphasize that you’ve seen a particular approach work in the past, don’t highlight uniqueness
    26. 26. The Baby Boomers (1945-1964) are technology acceptors. Many are frustrated that they barely learn how to deal with the latest release of a gadget before they have to start learning another. They can handle computers and smart phones, but typically absorb just enough to make them functional. They will cautiously take on a new technology. but only after they are sure it’s going to stay around for a while.
    27. 27. 30 Managing Boomers  Show them how you can help them use time wisely  Assess their comfort level with technology in advance  Demonstrate how important a strong team is  Customize your style to their unique needs
    28. 28. 31 Managing Boomers  Emphasize that working with you will be a good experience for them  Emphasize that their decision is a good one and a “victory” for them— they’re competitive and want to win  Follow up and check in and ask how the individual is doing on a regular basis
    29. 29. Generation X (1965-1980) are technology adopters. They are likely to take pride in owning new gadgets; having the latest gizmo is a status symbol. Technology has always played a central role in their offices and communications. It is a tool, and one they can’t function very well without..
    30. 30. 33 Managing Xers  Put all the options on the table  Be prepared to answer “why”  Present yourself as an information provider  Use their peers as testimonials when possible
    31. 31. 34 Managing Xers  Appear to enjoy your work – remember carpe diem  Follow up and meet your commitments. They’re eager to improve and expect you to follow through.
    32. 32. Millenials (1981-2000) are technology anticipators. It is so entwined in their daily life that they are surprised when it can’t do something. If their device lacks a capability, they hit the Internet to search for the program, app or widget that will make it possible.
    33. 33. 36 Managing Millenials  Offer customization—a plan specific to them  Offer peer-level examples  Spend time providing information and guidance  Be impressed with their decisions
    34. 34. Discussion  “Progress might have been all right once, but it has gone too long” Ogden Nash
    35. 35. Leading Change: Summary  Change is viewed by each individual from his/her own frame of reference  Resistance is a natural part of the change  Must define new expectations early  Reward and recognize small changes  Always focus on desired outcomes

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