Workplace Change and Transition by Catherine Adenle


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Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.

Published in: Business, Technology, Career
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  • - Welcome
    - Introduction: explain the aim and purpose of the workshop.
    It is a Practical workshop
    To help you to understand change better, navigate the curve change easily and give you resources and tools to help you manage change and discover the rewarding possibilities of a new beginning. It is also going to help you to think about your options because only you can make an effective change, I can only suggest ways to help.
    After this workshop, you should all have an idea of why change is challenging and the steps to take to address the reasons why you feel the way you feel due to impeding job losses, any change in your career or life. Then it will provide us with suggestions, ideas and tips of how to move on and enjoy a greater beginning.
  • I have prepared this session based on my practical experiences of change, both from the perspective of instigating change and also going through change.
    Coping with change is a very important factor in our lives, both in our personal life and business life. For businesses, adapting to a changing environment (for example, competition) is relentless and sometimes making difficult decisions are crucial to success
    It is imperative that we have a structured approach towards to change, avoid pitfalls and have a practical understanding of the psychology of change.
    To help us with that, we have to be aware of some tools and models that are available for our use.
    This is a practical discussion on change principles and concepts from my personal perspective. I hope that you will find this interesting and useful.
    Therefore, the aims of this spotlight are:
    What is change?
    What happens during change?
    How can change be managed?
    What often goes wrong (or, how to get things right)?
    How to cope with change? and
    What support is available?
    There are two basic types of change, one made by you and one forced upon you
    These are changes that you can control and those that you can’t
    Both require careful planning, and often emotions arise when we don’t have information or control
    For instance, buying a new house may rely upon a number of factors that are out of our control (finding a buyer, bad survey, buyer pulls out etc). All very stressful
  • These are three interesting quotes regarding change –
    Survival of the fittest is to do with adapting to change and not being left behind
    But equally as important, how we perceive change has the potential to alter how comfortable we are with the changes that we experience.
    This presentation will hopefully help us to think creatively about how we approach change and recognise the emotional aspects of change, that often are at the heart of the matter when things go wrong.
  • Here are some common thoughts when hearing about all of the doom and gloom of change, especially re-organisation:
    What was happening through this process? Well, it is actually quite a predictable path, known as the change curve. During change, people tend to go through a number of stages and it is important to understand this.
    Activity: Ask participants to discuss & identify where they are on the change curve, why they are at that stage.
    (There is no need to feed back this information – it is personal)
    Discuss what would help people to move onto the next stages.
    Discuss that some people may skip stages and move through more quickly
  • Shock and Surprise
    Confrontation with unexpected situations - This can happen ‘by accident’ (e.g. losses in particular business units) or planned events (e.g. workshops for personal development and team performance improvement). These situations make people realize that their own patterns of doing things are not suitable for new conditions any more. Thus, their perceived own competence decreases.
    Denial and Depression
    People activate values as support for their conviction that change is not necessary. Hence, they believe there is no need for change; their perceived competency increases again.
    Resignation, Rational Understanding
    People realize the need for change. According to this insight, their perceived competence decreases again. People focus on finding short term solutions, thus they only cure symptoms. There is no willingness to change own patterns of behavior.
    Emotional Acceptance
    This phase, which is also called ‘crisis’ is the most important one. Only if management succeeds to create a willingness for changing values, beliefs, and behaviors, the organization will be able to exploit their real potentials. In the worst case, however, change processes will be stopped or slowed down here.
    Exercising and Learning
    The new acceptance of change creates a new willingness for learning. People start to try new behaviors and processes. They will experience success and failure during this phase. It is the change managers task to create some early wins (e.g. by starting with easier projects). This will lead to an increase in peoples perceived own competence.
    Realization, Acceptance and Letting Go.
    People gather more information by learning and exercising. This knowledge has a feedback-effect. People understand which behavior is effective in which situation. This, in turn, opens up their minds for new experiences. These extended patterns of behavior increase organizational flexibility. Perceived competency has reached a higher level than prior to change.
    New Beginning
    People totally integrate their newly acquired patterns of thinking and acting. The new behaviors become routine.
  • Difference between change and transition:
    Change is situational and external
    new house, loss of partner, new boss, new role, new system, new procedure, new legislation
    Transition is psychological and internal
    letting go, endings, neutral zone, new beginnings
    How we think about a change is key
    You can see change – its external. It is executed by a department, unit or organisation. Change is quicker because by the time it has reached the individual – the management has moved on. Change is visible. Change is more predictable – the end result is known. Change can be touched and felt.
    Transition is internal – it is personal feelings/psychological. No 2 people will process it the same way and at the same speed. This is slower as people need time to process the information. Transition is less visible as it is internal – asking personal questions. Less predictable – there will be doubts and concerns. Transition is psychological – ‘how will it affect me?’ It is intangible.
    (This is where you should seek support from the manager, HR or CAB)
    In this slide, we talk about change vs transition
    The actual change event itself is usually situational and external, such as a new house or a new boss
    How we deal with that and make the transition is internal and psychological. How we deal with this internally can make a huge difference on our outlook on life. This is the basis of Cognitive Behavioural Therapy (CBT), an approach for dealing with depression, anxiety, etc.
    In our view, helping to remove people’s fear, which is often irrational, has played a big positive part in managing change in the past.
    A successful part of this was helping people to believe that their current skills will be attractive to other departments and companies, thus reducing the fear of redundancy.
    Activity: Split into groups (complete exercise before next slide)
    Think about examples of change in everyday life; thoughts & reactions
    Think about changes in a work context; thoughts & reactions
    Discussion – what are the differences & similarities?
    Think about what you focus your energies on – influence and non influence.
  • Resistance: understanding a phenomena that is natural to all of us
    “The normal reaction to change is resistance.”
    You may have heard this statement many times before, but do we really know if it is true, and how this simple statement can impact our change management work? Do we really believe that resistance is normal, or are we like many business leaders who are surprised by, and disappointed with, employees who resist change?
    A common mistake made by many business leaders is to assume that by building Awareness of the need for change, they have also created a Desire to engage in that change. The assumption is that one automatically follows the other. Some managers may fall into the trap: If I design a "really good” solution to a business problem, my employees will naturally embrace that solution. In both cases, resistance from employees takes these managers by surprise and they find themselves unprepared to manage that resistance.
    So why do employees resist change?
    From personal experience, we all know that change creates anxiety and fear. The current state has tremendous holding power, and the possibility of losing what we have grown accustom to (and comfortable with) creates worry and anxiety. For many employees, the future state of workplace changes is often unknown or ill-defined, and this uncertainly creates fear about what lies ahead.
    These physical and emotional reactions are powerful enough by themselves to create resistance to change. It is likely that each of us have experienced these reactions in our own lives, whether at work or at home. But there is more to resistance than our emotional response. From a change management perspective, we must examine the other drivers that influence an employee’s resistance to change.
    A good place to start is the nature of the change itself and how this change is impacting the employee:
    “Were they involved with designing the change?”
    “Do they know why the change is being made?”
    “Do they believe that the reasons for making the change are valid?”
    “Do they trust the ‘senders’ of the change messages within the organization?”
    “How will the change impact them and their personal situation?”
    You can begin to appreciate why resistance to change is a normal and natural reaction to change. Even when individuals can align a change with their own self-interest and belief system, the uncertainty of success and fear of the unknown can block change and create resistance. The question, therefore, is not if we will encounter resistance to change, but rather how we support our employees through the change process and manage that resistance. We must, at some point, ask the question: How much resistance might we avoid if we would apply change management effectively?
    Consider this basic thought process: If resistance to change is a normal and natural reaction, then resistance should be expected. If resistance is expected, then our planning activities should be designed to mitigate that resistance. If our change management strategies and plans are designed to prevent and manage resistance, then we are not surprised by or unprepared for resistance when it happens.
    (1)Parochial self interest
    Individuals are more concerned with the implications for themselves
    Communications problems
    Inadequate information
    (3)Low tolerance of change
    Sense of insecurity
    Different assessment of the situation
    (4) Disagreement over the need for change
    What have you noticed about effects of change on others; what helped to address these barriers?
    Now let’s talk about the types of resistance.
    According to Rick Maurer, resistance to change can be based on two levels.
    The first level is based on lack of information or honest disagreement over the facts. It is easier to deal with that level because everybody is honest about their ideas and feelings.
    Level two resistance is more difficult to deal with because you have to get into the hearts of the people. Some of the reasons why they oppose change may be: 1) comfort with the status quo; 2) fear of looking incompetent; 3) threat to values; 4) threat to power; 5) negative consequences for allies, etc.
    You need to know on which level you are dealing with to promote change efficiently.
    Feeling awkward, ill-at-ease and self-conscious
    You focus on what you have to give up
    You feel alone even if everyone else is going through the same change
    You can handle only so much change
    People have different levels of readiness for change
    You’re concerned that you don't have enough resources
    Self-InterestWhere someone has achieved status, privilege or self-esteem through effective use of an old system, they will often see change as a threat. Where the plan infringes on their role, people will naturally fear the impact on their bank balance!
    Fear of the UnknownPeople may be uncertain of their abilities to learn new skills, their aptitude with new systems, or their ability to take on new roles.
    Conscientious Objection or Differing PerceptionsPeople may sincerely believe that the change is wrong. They may view the situation from a different viewpoint, or may have aspirations for themselves or the organisation that are fundamentally opposed to the change. It is worth trying to understand peoples position.
    SuspicionPeople may not trust the reason for change.
    What factors can impact a person’s ability to change?
    Factors may include:
    Fear of the unknown
    Lack of information/support
    Prior experience of change
    Lack of control
    Facing challenges that we think are greater than our capabilities
  • Note: Read out – show title first. Read questions one by one and allow time to complete answers – This is a personal moment.
  • Which description fits you? Can you think of people in your workplace who fall into each of these behavioral types when confronted with change? Where do the majority of your co-workers fit?
    Blessed—and probably nonexistent—is the company that employs only those who thrive on change or aren't bothered by it, and blessed are these types of workers. Change proceeds more smoothly in these companies, and these individuals suffer fewer negative effects from change.
    Those who resist change and need too much time to prepare and those who become overly concerned with the effects of change to the point that they stall or derail the process can harm themselves and their companies.
    Change-induced Stress
    The article Dealing With Changeon states that "change is a major source of stress. Change challenges you to let go of the past, especially the comfortable, old ways of doing, to accept new challenges and opportunities for growth. There is an illusion that you can manage change by controlling the world around you, however, change is most effectively managed from within."
    In times of stress, the mind and body revert to instinctive behaviors. If you naturally resist change, it can be very difficult to alter how you respond when confronted with even small changes. However, there are steps you can take to minimize your resistance, improve the way you handle change, and alleviate change-induced stress.
  • Of all the good suggestions in The 7 Habits of Highly Effective People, "Habit 1: Be Proactive" is particularly useful when you feel powerless against life's forces. Covey recommends you examine what you can do instead of focusing on worries over which you have no real control. First notice all your concerns. Then, among those concerns, determine where you can take action:
    Think of ways to be more proactive (not aggressive) and address the things you can do something about. Your circle of influence will enlarge and your circle of concern will shrink:
    Covey distinguishes between the have's ("If only I had...") and the be's ("I can be..."). Focusing on what you don't like is disempowering. Focusing on what you can do is proactive and empowering. "Be part of the solution," Covey suggests, "not part of the problem."
  • Develop support relationships at work and home. People with friends on whom they can rely during stressful times experience fewer negative effects of the stress change can bring. They also remain healthier, are more successful, and live longer.
    Take care of yourself. Eat a balanced diet, exercise, and get enough rest. Take time to relax with friends and family. Enjoy your hobbies. Listen to your body. If you don't think these suggestions are important, look around at others who aren't using them. You'll soon discover just how important these basic wellness tips are.
    Build self-esteem. There is only one you. You have special talents and interests. List what you like about yourself and note your special talents. Also, list what you appreciate about family and friends. Tell them and make them feel good, too.
    Be open and flexible. Knowing that change can happen at any time helps you accept and adjust when it occurs. Most people are eager to settle into comfortable routines. Realize that your present routine may only be temporary.
    Keep your "sunny side" up. The old song went something like, "Accent the positive and eliminate the negative. Keep on the sunny side of life." A positive attitude helps you feel good about yourself, goes a long way toward improving your health, and helps you deal with changes that come along.
    Take control of your life. What can you do now that will help you cope with the changes in your life? Make a list of options. What are the positive and negative outcomes of each choice? Practice finding the good in each of life's changes. It's not what happens to you that causes you to be happy or unhappy; it's how you react to what happens. Your reaction governs the outcome. Take charge of your thoughts and actions.
  • These are useful hints and tips that will allow us all to cope with change. Use handout 2.
    We only have full power over our own actions.
    For changes that are forced on you, try and accept that some things are going to be out of your control.
    It goes without saying that keeping an open mind is crucial, and don’t be afraid to ask questions.
    Visualise a good ending, then think of how to achieve the ending as you have visualised it.
    Think of good examples of change that has worked well for you.
    You come first, so look after yourself and get necessary support from all available sources. Don’t be afraid to ask for help
    Talk about it, it helps!
    There are many websites and information online dedicated to change management.
    Identify more opportunities that the change will bring.
    It is a bit hard but remaining positive is definitely helpful. If you are struggling, don’t keep quiet about it, seek help.
    Finally, focusing on a very good outcome and a new beginning can work like magic.
  • Ask
    How do you begin to assess which jobs to apply for
    What are the key things to look for?
    e.g. Location, hours, salary etc (Link back to personal values)
    These are prompting reflection questions to ask yourselves.
  • [Take out last bullet if not relevant to this audience]
    In groups, Design a poster to illustrate what you have learnt today. (Have a prize for the best one)
  • Be the change you desire – Gandhi
  • Any questions?
  • Workplace Change and Transition by Catherine Adenle

    1. 1. Workplace ChangeWorkplace Change andand TransitionTransition Redirecting your thoughts and overcoming fearRedirecting your thoughts and overcoming fear ByBy Catherine AdenleCatherine Adenle http://catherinescareercorner.com
    2. 2. AgendaAgenda • Introduction • What is change? • Imminent change • Change Curve • Behaviours • Coping strategies • Transitioning • Exploring opportunities • What next? By Catherine AdenleCatherine Adenle
    3. 3. AimsAims • To look at and understand how you can cope through transition and change • To further understand yourself and what is important in how you transition to the next role for you • To begin to explore opportunities as to what could be next for you By Catherine AdenleCatherine Adenle
    4. 4. Change presses us out of our comfort zone. Change is for the better or for the worse, depending on how you view it. Change has an adjustment period which varies on the individual. It could be uncomfortable, because changing from one state to the next upsets our control over outcomes. Change has a ripping effect on those who won’t let go. What is change?What is change? By Catherine AdenleCatherine Adenle
    5. 5. Few changes over the yearsFew changes over the years Nobody can go back and start a new beginning, but anyone can startNobody can go back and start a new beginning, but anyone can start today and make a new and make a new ending. Nobody can go back and start a new beginning, butNobody can go back and start a new beginning, but anyone can start today and make a new ending.anyone can start today and make a new ending. By Catherine AdenleCatherine Adenle
    6. 6. Change quotesChange quotes “He who rejects change is the architect of decay” ~Harold Wilson “It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change” ~Charles Darwin “Our only security is our ability to change” ~John Lilly By Catherine AdenleCatherine Adenle
    7. 7. Why change?Why change? No change is without a purposeNo change is without a purpose • Environment – internal or external factors • Systems • Processes • Culture • Things could be better • Mergers • Acquisitions • Continuous improvement • Take over • Competition • Innovation • Upgrades • New strategy • Outsourcing • Off-shoring • Economy • New technology • Centralization • Restructuring By Catherine AdenleCatherine Adenle
    8. 8. Top 10 sources of workplace stressTop 10 sources of workplace stress  Too much to do at once  Random interruptions  Constant changeConstant change  Mistrust, unfairness, and office politics  Unclear policies and no sense of directions  Career and job ambiguity  No feedback - good or bad  No appreciation  Lack of/poor communications  Too much or too little to do. By Catherine AdenleCatherine Adenle
    9. 9. What if I lose my job? How will I pay my bills? Will I find another job? It won’t affect me! Why am I feeling like this? I hate thisCompany I am going to be okay. The job market is improving! I am not going to accept this… When is this going to end? My new jobmight be apromotion Anxiety Fear Threat Denial Resistance Depression Hostility Despair Gradual acceptance Moving forward Thoughts on change in a workplace…Thoughts on change in a workplace… By Catherine AdenleCatherine Adenle
    10. 10. Change curveChange curve ……and 3 support stagesand 3 support stages Information/CommunicationInformation/Communication EmotionalEmotional supportsupport Guidance/DirectionsGuidance/Directions By Catherine AdenleCatherine Adenle
    11. 11. Facts about changeFacts about change Different people react differently to change. Change often involves a loss, and people go through the "loss curve." Most change outcomes succeed or fail on the cooperation of the people who must make the change. The key question asked or unasked on everybody’s mind about change is “What’s in it for me?” (known by many as WIIFM.) A “few” people and groups are almost always pivotal to a smooth and effective change implementation. Positivity is the key to coping successfully with change Everyone has fundamental needs that have to be met . A clear plan of action is needed for each group/individual who needs to cope with change in order for them to navigate the change curve. Communication and seeking support are key ingredients when coping with change. By Catherine AdenleCatherine Adenle
    12. 12. Change vs. TransitionChange vs. Transition TRANSITIONTRANSITION • Internal • Personal • Slower • Less visible • Less predictable • Psychological • Intangible CHANGECHANGE • External • Organisational • Quicker • More visible • More predictable • Physical • Tangible Change is the shift, transition is the process of oneChange is the shift, transition is the process of one state of being to anotherstate of being to another By Catherine AdenleCatherine Adenle
    13. 13. Barriers and resistance to changeBarriers and resistance to change • Fear • Anger • Habits • Negative thinking • Attitude • Culture • Subjectivity • People • Emotions • Poor planning (1)Parochial self interest (2)Misunderstanding (3)Low tolerance of change (4)Genuine Disagreement ““The normal reaction to change is resistance.”The normal reaction to change is resistance.” By Catherine AdenleCatherine Adenle
    14. 14. Reasons why we resist changeReasons why we resist change • Loss of control - When people feel too much of the change is ‘being done to them’ rather than done ‘by them’. • Loss of face - If change results in people losing face or status. • Loss of identity - People build identities around aspects of their job and organization. Getting rid of important symbols and traditions can hurt. • Loss of competence -When people feel their old competences are challenged and they lack the new competences to deal with the changed situation. • Excessive personal uncertainty - When people don’t know what the change is going to mean for them and their job. (Source: based on Kanter, cited in Lorenz, 1985) • Surprise - Springing change on people is likely to make them skeptical and defensive. • More work - Usually change means more work for those involved. • Past resentments - People resist change if it is led by someone against whom they have past grievances. Forcing through change can build up problems for the future. • Unintended consequences - When the change in one area leads to unintended consequences in another. • Real threats - When change threatens an individual’s or group’s interests: e.g. the closure of a project. By Catherine AdenleCatherine Adenle
    15. 15. Overcoming resistance to changeOvercoming resistance to change Resistance Path to Solution Where there is a lack of information or inaccurate information and analysis Education and Communication Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist Participation and Involvement Where people are resisting because of adjustment problems Where someone or some group will clearly lose out in a change and where that group has considerable power to resist Facilitation and Support Negotiation and Agreement Where other tactics will not work, or are too expensive Manipulation and Co-option Where speed is essential and the change initiators possess considerable power Explicit and Implicit Coercion By Catherine AdenleCatherine Adenle
    16. 16. Your personal questions to answerYour personal questions to answer • Where am I now on the change curve? • What are the key reasons I am there? • How does that make me feel? • What actions can I take to move forward on the curve? • What might hold me back from taking these actions or get in the way? • If I wasn’t worried about the consequences what would I do if I wasn’t afraid? • What small step could I take towards this? • Who could I speak to talk this through further? • What am I going to do next within the next 7 days? • How Committed am I to taking this step? (Where zero = not committed and 10 = totally committed) By Catherine AdenleCatherine Adenle
    17. 17. Change: questions to youChange: questions to you • What do you think about the change? • How do you feel about the change? • What do you see your role as in the change? • What is your opinion about the change? • What is your experience with this type of change? • How will you be impacted by the change? • What are your ideas about the change? • Would you change anything about the change? • Why do you think the change is needed (or not)? (Reflections)(Reflections) By Catherine AdenleCatherine Adenle
    18. 18. What happens if you miss an element?What happens if you miss an element? By Catherine AdenleCatherine Adenle
    19. 19. How change affects teamsHow change affects teams  People who thrive on change—Direct, results-oriented people who embrace quick decisions and changes, challenge the status quo, and initiate change activity within [an organization].  People who aren't bothered by change—Optimists whose enthusiasm and creative solutions to handling change keep others motivated during flux situations.  People who resist change and need time to prepare—Steady decision-makers who don't like to be rushed and appear to "put up" with change.  People who are concerned with the effects of change—Cautious, careful objective thinkers who seek to maintain high standards, regardless of changes going on around them. By Catherine AdenleCatherine Adenle
    20. 20. Change: We have a choice!Change: We have a choice!  Get angry, be in denial and continue to react angrily  Be angry, be in denial, get angry and continue to alternate  Get angry, then PAUSE, gather your thoughts, suspend your emotions  React, reflect, understand, conscious and purposeful response and look for your new beginning By Catherine AdenleCatherine Adenle
    21. 21. Dealing with your own reactionsDealing with your own reactions • Expect a reaction! • Accept that your feelings are the natural result of being in an uncomfortable situation. • Tell yourself the truth- allow yourself to be upset, worried or sad. • Get as much information as you can about how or if your situation will change. • Reach out to others. • Talk with people you can trust about your experiences, reactions, and feelings. If you have access to a Mentor go to them or consider an Employee Assistance Program. • Give yourself time to deal with it. • Take the time to grieve the losses that change brings.
    22. 22. Practical approaches – Get on the balcony PAUSE and ask yourself:  Why do I feel like this?  What am I missing here?  What can I do to benefit ‘me’ straight away?  Where do I focus my energy?  Who can help me?  What might be another way of looking at this change? Our moments of choiceOur moments of choice ““The art of looking at ourThe art of looking at our thoughts and what produces them”thoughts and what produces them” ““Seeing our seeing”Seeing our seeing” By Catherine AdenleCatherine Adenle
    23. 23. Your circle of control and moments ofYour circle of control and moments of choicechoice Another way of looking at this:  What can I control?  What can I influence?  What do I need to have on my radar of concern? Moments of choice:  Less reactivityLess reactivity  Enhance self awarenessEnhance self awareness  Notice automatic thoughts and beliefsNotice automatic thoughts and beliefs  Enhance focus, awareness and clarityEnhance focus, awareness and clarity  Sense of calm, presenceSense of calm, presence  Deliberate and purposeful actionDeliberate and purposeful action  Seeing from the wholeSeeing from the whole  Acceptance of what is outside ourAcceptance of what is outside our controlcontrol By Catherine AdenleCatherine Adenle
    24. 24. Your Circle of controlYour Circle of control By Catherine AdenleCatherine Adenle
    25. 25. Being solution focused: what can youBeing solution focused: what can you do and what do you want to do?do and what do you want to do? • Solution is more important than the problem • Vision of a way forward • Proactive • Purposeful • Intentional Old woman or young lady? By Catherine AdenleCatherine Adenle
    26. 26. Being solution focusedBeing solution focused Take a PEEPPEEP at some new MAPSMAPS Change the viewing: • Define the PPreferred outcome • Seek out any EExceptions to the problem • Identify any EExisting resources • Celebrate PProgress made so far Change the doing: • Generate MMultiple options • Remember to AAsk how to rather than why? • Turn PProblems in to platforms for solutions • Use SSmall smart steps By Catherine AdenleCatherine Adenle
    27. 27. Coping with change: GuidelinesCoping with change: Guidelines  Be solution focused.  Keep everything in perspective.  Develop support relationships at work and home.  Define your outcome and identify your strengths and resources.  Be Proactive.  Take care of yourself.  Build self-esteem.  Be open and flexible.  Keep your "sunny side" up.  Take control of your life.  Small change can lead to bigger changes.  Focus on your desired outcome and future state.  Avoid negative energy. Past Now Future By Catherine AdenleCatherine Adenle
    28. 28. Tips for coping with changeTips for coping with change  Take responsibility for what you can control  Accept that some things are out of your control  Keep an open mind and ask questions  Ask yourself - what does a good ending look like for me?  How is the ending I visualised going to be achieved?  Think of good examples of change that has worked well  Talking about it helps – talk to colleagues, your manager, relatives, your partner, and friends  Go on online check change advice sites  Work towards achieving great success out of the change  Hard, but remain positive and be proactive  Focus on a final good outcome and a new beginning By Catherine AdenleCatherine Adenle
    29. 29. Identify suitable options…Identify suitable options… • Pulling all of the “understanding yourself” and “exploring opportunities” information together: • What are your best options? • What path do you want to take? • What type of role interests you most? • What adverts have sparked your interest? • What training do you need/want to do to be able to take this path? By Catherine AdenleCatherine Adenle
    30. 30. Upside of positivityUpside of positivity Positivity widens the span of possibilities you see  Positivity puts the breaks on negativity and is a key to resilience  Positivity feels good  You can increase your positivity  Mental and physical health  Live longer! By Catherine AdenleCatherine Adenle
    31. 31. What next?What next? • Reflect on where you are in the change curve – what can you do to help yourself move through it? – What coping strategies are you going to use over the next few months • Review your responses to the “understanding yourself” section – what more do you need to consider or think about? • Explore more opportunities, to get a greater picture of what might be out there! By Catherine AdenleCatherine Adenle
    32. 32. Yes, we can all overcome change…Yes, we can all overcome change… “Sometimes, a change that pushes us to the wall gives us the momentum necessary to get over the wall and see the great possibilities that are on the other side!” "You're stronger than you seem, braver than you"You're stronger than you seem, braver than you believe, and smarter than you think."believe, and smarter than you think." By Catherine AdenleCatherine Adenle
    33. 33. Coping with change: BooksCoping with change: Books • The Heart of Change: Real-Life Stories of How People Change Their Organizations, by John P. Kotter and Dan S. Cohen. • Dealing With Change by Bonnie Messer • Who Moved My Cheese? by Dr. Johnson • Managing change and transition by Richard Luecke • Successfully Managing Change in Organizations: The Workbook by Stephen J. Thomas • Strategies for Successful Career Change : Finding Your Very Best Martha E. Mangelsdorf • The Change Cycle: How People Can Survive and Thrive in Ann Salerno • What Color Is Your Parachute? 2011:A Practical Manual for Job-Hunters and Career-Changers by Richard Nelson BollesBy Catherine AdenleCatherine Adenle
    34. 34. ResourcesResources • Coping with Change in the Workplace Coping with a Changing Workplace: The only constant in today's workplace is change, and often it happens quickly, ... Management and Human Resources ... how we react to others, and how well we work together—and how we cope with change • Making sense of change management : a complete guide to the models, ...Esther Cameron, Mike Green - • Change management: the people side of change Jeff Hiatt, Timothy J. Creasey • Change Management: A Guide to Effective Implementation Rob Paton, James McCalman • Coping with Change « Power to Change Coping with change is never easy. By Catherine AdenleCatherine Adenle
    35. 35. Questions?Questions?