Dealing with Change
Eric Vanderburg

Human Relations – Eric Vanderburg ©2005
Change






Increasing with each generation since
the Industrial Revolution
Coping with change – dealing with it
witho...
Most Dramatic Changes








Loss
Separation
Relocation
Change in Relationship
Change in Direction
Change in Healt...
Constants of Major Change



It happens to everyone
Seems to be out of your control





Major changes have babies (o...
Intensity of change
(Holmes-Rahe Readjustment Scale)









Death of Spouse
Divorce
Marriage
Loss of job
Death o...
7 Stages of Personal Change
Healthy reaction to change takes the following
steps



Emotional Standstill (shock)
Denial, ...
The process




Regression - Slipping back into an
early stage in the process (temporary
or permanent)
Need to return to...
Helmstetter’s 6 Steps
1.
2.
3.
4.
5.
6.

Recognize & Understand
Accept or Reject
Choose your attitude (positive)
Choose ho...
Organizational Change






Change a group must accept and
implement
Managers must plan for change &
must monitor for c...
Managing personal change


Become aware






Initial change
Offspring of the change

Give others a chance to talk ab...
Lewin Change Model


Unfreezing





Moving




Preparing for change
Showing the need for change
Changes are made

R...
Force Field Analysis









Driving Forces – want to implement change
Restraining Forces – want to keep things
the...
Logical Incrementalism
1.
2.
3.
4.

5.

General concern – awareness, threat
Broadcasting idea (trial balloon) – general
te...
Resistance







Filtered listening – information that challenges
personal world stability is ignored
Fear of the u...
Japanese embrace change


Continuously improve







Fact of life, expected
Encouraged

Feedback is utilized and co...
Organizational Development (OD)







OD Change Agent – outside specialist
who initiates and encourages change
OD int...
OD Ideals






Participative Operations
Equality
Respect for Others
Confrontations with problems
Trust and mutual su...
Organizational Change Tips


Communication






Climate






Share all information
Ask for feedback
Regular com...
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Dealing with change - Eric Vanderburg - Remington College, 2005

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Dealing with change - Eric Vanderburg - Remington College, 2005

  1. 1. Dealing with Change Eric Vanderburg Human Relations – Eric Vanderburg ©2005
  2. 2. Change    Increasing with each generation since the Industrial Revolution Coping with change – dealing with it without allowing it to damage you emotionally Severe change – sense of loss, much stress Human Relations – Eric Vanderburg ©2005
  3. 3. Most Dramatic Changes        Loss Separation Relocation Change in Relationship Change in Direction Change in Health Personal Growth Human Relations – Eric Vanderburg ©2005
  4. 4. Constants of Major Change   It happens to everyone Seems to be out of your control    Major changes have babies (other changes)     Internal locus on control lessens effect Loss of control = more stress Friendships Financial situation Self esteem Felt before, during, & after Human Relations – Eric Vanderburg ©2005
  5. 5. Intensity of change (Holmes-Rahe Readjustment Scale)         Death of Spouse Divorce Marriage Loss of job Death of close friend Outstanding achievement Moving Vacation Human Relations – Eric Vanderburg ©2005 100 73 50 47 37 28 20 13
  6. 6. 7 Stages of Personal Change Healthy reaction to change takes the following steps  Emotional Standstill (shock) Denial, can be emotional denial, lasts weeks or months Anger – support groups can help here Helplessness 1. 2. 3. 4. • • 1. 2. 3. Overdisclose Retreat Bottoming Out – release thoughts, memories, & emotions Experimenting – start to try normal activities (dating, working) Completion – Can bring the even up without pain Human Relations – Eric Vanderburg ©2005
  7. 7. The process   Regression - Slipping back into an early stage in the process (temporary or permanent) Need to return to your normal self concept Human Relations – Eric Vanderburg ©2005
  8. 8. Helmstetter’s 6 Steps 1. 2. 3. 4. 5. 6. Recognize & Understand Accept or Reject Choose your attitude (positive) Choose how you will deal with it (self or group) Choose action each day – state a plan each day Review steps and progress daily Human Relations – Eric Vanderburg ©2005
  9. 9. Organizational Change    Change a group must accept and implement Managers must plan for change & must monitor for change needs Associates must be flexible and courageous. Staying the same is comfortable but it is a losing strategy Human Relations – Eric Vanderburg ©2005
  10. 10. Managing personal change  Become aware     Initial change Offspring of the change Give others a chance to talk about it Maintain the organizational ideal   Deal with special needs Stick to organizational goals Human Relations – Eric Vanderburg ©2005
  11. 11. Lewin Change Model  Unfreezing    Moving   Preparing for change Showing the need for change Changes are made Refreezing    Create new policies Reinforce behaviors May not be possible in high change fields Human Relations – Eric Vanderburg ©2005
  12. 12. Force Field Analysis       Driving Forces – want to implement change Restraining Forces – want to keep things the way they are Driving forces must be stronger for change to take place Causes changers to plan for change Resistance forces are analyzed Conflicts can be avoided Human Relations – Eric Vanderburg ©2005
  13. 13. Logical Incrementalism 1. 2. 3. 4. 5. General concern – awareness, threat Broadcasting idea (trial balloon) – general terms of the idea are given to test reaction Formal plan developed – what and how are defined Starter event triggers action – important action gets attention and starts the change (crisis) Ongoing adaptation of the plan Human Relations – Eric Vanderburg ©2005
  14. 14. Resistance       Filtered listening – information that challenges personal world stability is ignored Fear of the unknown Fear of Loss Distrust or resentment of the change agent Belief that the change is wrong – effort appears doomed Pace of change is too fast or slow   Too fast: not proper training or implementation Too slow: not effective, appears never-ending Human Relations – Eric Vanderburg ©2005
  15. 15. Japanese embrace change  Continuously improve      Fact of life, expected Encouraged Feedback is utilized and constant Fewer management layers Less risk Human Relations – Eric Vanderburg ©2005
  16. 16. Organizational Development (OD)     OD Change Agent – outside specialist who initiates and encourages change OD interventions – training tools to teach how to solve problems Helps empower associates Helps in accepting new responsibility Human Relations – Eric Vanderburg ©2005
  17. 17. OD Ideals      Participative Operations Equality Respect for Others Confrontations with problems Trust and mutual support – openness, honesty, helpfulness, team effort Human Relations – Eric Vanderburg ©2005
  18. 18. Organizational Change Tips  Communication     Climate     Share all information Ask for feedback Regular communication Comfortable with change Make it normal Encourage Involvement Human Relations – Eric Vanderburg ©2005
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