CHANGE<br />How to Make Change Work for YOU!<br />Presented to:<br />ARCSV<br />June 1, 2011<br />
“Change starts when someone sees the next step.”—William Drayton (American politician 1776-1846)<br />“There are things I ...
At the end of this session, you should be able to:<br />Describe change and your reaction to it<br />Identify some strateg...
	What do you think and feel when you hear the word “change”?<br />How Do You Perceive Change?<br />
Four Stages of ChangeSource:  Jaffe & Scott, 1992<br />Denial<br />Resistance<br />Exploration<br />Acceptance<br />
One View of Change<br />
What Causes Change?<br />External<br />Internal<br />Technology<br />Economy<br />Market Niche (competition)<br />Governme...
In pairs, identify discuss the following questions with respect to the American Red Cross:<br />What are the external caus...
Change is inevitable, growth is optional!<br />A Thought…<br />
Loss<br />Mistrust of leadership<br />Disagree with the change<br />Low tolerance for change <br />A disturbance <br />Unp...
Resistance helps us to…<br />Clarify the problem<br />Identify other issues that may need to be addressed first<br />Quest...
Conserver<br />Pragmatist<br />Originator<br />Complete the brief assessment.  Distribute a total of 3 points to each pair...
Change Style Preference<br />Source:  Musselwhite, C., Ingram, R. (1998)<br />Interpretations of Styles<br />
How do these styles prefer to collaborate about change?<br />Source:  Musselwhite, C., Ingram, R. (1998)<br />Interpretati...
Potential Style Pitfalls<br />Source:  Musselwhite, C., Ingram, R. (1998)<br />Interpretation of Styles<br />
Keeping in mind your own change style, how would you introduce change to peers with types other than your own?<br />How mi...
Keep change in perspective<br />Understand how you react to change and adapt<br />Be sure of who you are and what you want...
“The only person who likes change is a wet baby.”—Mark Twain<br />
And Perhaps….<br />YOU!<br />
Questions or Comments?<br />Thank YOU!<br />
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Change management arc staff2

  1. 1. CHANGE<br />How to Make Change Work for YOU!<br />Presented to:<br />ARCSV<br />June 1, 2011<br />
  2. 2. “Change starts when someone sees the next step.”—William Drayton (American politician 1776-1846)<br />“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)<br />“When you’re finished changing, you’re finished.” Benjamin Franklin<br />Thoughts on change…<br />
  3. 3. At the end of this session, you should be able to:<br />Describe change and your reaction to it<br />Identify some strategies for coping with change<br />Create a plan to be more personally resilient to change<br />Today’s Objectives<br />
  4. 4. What do you think and feel when you hear the word “change”?<br />How Do You Perceive Change?<br />
  5. 5. Four Stages of ChangeSource: Jaffe & Scott, 1992<br />Denial<br />Resistance<br />Exploration<br />Acceptance<br />
  6. 6. One View of Change<br />
  7. 7. What Causes Change?<br />External<br />Internal<br />Technology<br />Economy<br />Market Niche (competition)<br />Government regulations<br />Changing customer needs<br />Human or social needs and values<br />Leadership and vision<br />Workforce demographics<br />Employee Dissatisfaction<br />Innovation<br />Performance failures<br />
  8. 8. In pairs, identify discuss the following questions with respect to the American Red Cross:<br />What are the external causes of change?<br />What are the internal causes of change?<br />Identify 3 ways from your perspective that the organization can respond constructively to each change.<br />Exercise #1—Causes of Change<br />
  9. 9. Change is inevitable, growth is optional!<br />A Thought…<br />
  10. 10. Loss<br />Mistrust of leadership<br />Disagree with the change<br />Low tolerance for change <br />A disturbance <br />Unpredictability<br />Effort to learn new things<br />Why Do We Resist Change?<br />
  11. 11. Resistance helps us to…<br />Clarify the problem<br />Identify other issues that may need to be addressed first<br />Question and improve on the change<br />Make the changes stronger<br />Make sure that the change is right!<br />Focus on the opportunities to be gained<br />It’s all in how you perceive it!<br />Why is Resistance to Change Important?<br />
  12. 12. Conserver<br />Pragmatist<br />Originator<br />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.<br />0=almost never<br />1=sometimes<br />2=often<br />3=almost always<br />How Do You React to Change?<br />
  13. 13. Change Style Preference<br />Source: Musselwhite, C., Ingram, R. (1998)<br />Interpretations of Styles<br />
  14. 14. How do these styles prefer to collaborate about change?<br />Source: Musselwhite, C., Ingram, R. (1998)<br />Interpretations of Styles<br />
  15. 15. Potential Style Pitfalls<br />Source: Musselwhite, C., Ingram, R. (1998)<br />Interpretation of Styles<br />
  16. 16. Keeping in mind your own change style, how would you introduce change to peers with types other than your own?<br />How might you need to flex your style to better collaborate with other types?<br />How can you work better with others on your team?<br />Exercise #2—Managing Your Response to Change<br />
  17. 17. Keep change in perspective<br />Understand how you react to change and adapt<br />Be sure of who you are and what you want to accomplish<br />Be organized<br />Be a part of the solution<br />Build strong organizational relationships<br />Be proactive<br />Becoming Resilient <br />
  18. 18. “The only person who likes change is a wet baby.”—Mark Twain<br />
  19. 19. And Perhaps….<br />YOU!<br />
  20. 20. Questions or Comments?<br />Thank YOU!<br />

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