Managing Change Facilitator Guide

Managing
Change
FACILITATOR
GUIDE

MANAGING CHANGE | 3
MANAGING CHANGE FACILITATOR GUIDE
Managing Change Course Overview
In this module, participants will be introduced to the contributing factors for implementing a
successful change management initiative within an organization. By the end of this module,
participants will be able to create a draft change management strategy and plan.
AGENDA
Meeting Setup & Group
Introductions
20 minutes
Managing Change 10 minutes
Change Factors 20 minutes
Change Levels 20 minutes
Change Curve 30 minutes
Change Resistance 15 minutes
Change Strategy 40 minutes
Wrap Up 5 minutes
Total 160 minutes
MATERIALS
For Participants:
 Participant Guide
 Pre- and Post-Surveys
For Facilitator:
 Change Management PowerPoint
 The Change Curve MP4 Video
 Chart paper for Parking Lot questions
 Chart paper markers in various colors

MANAGING CHANGE | 4
Managing Change Course Overview
LEARNING OBJECTIVES
 Describe the influence Hard Factors and People Factors have on enacting a change initiative.
 Define the impact of the three change levels within a change management strategy and plan.
 Evaluate the four stages of the Change Curve in order to mitigate change resistance during a
change initiative.
 Create a plan to reduce employee change resistance by addressing core psychological and
emotional factors.
 Develop a change management strategy and plan to implement a department change
initiative utilizing the four change management principles.
AUDIENCE
 New Supervisors and Managers
 Individual contributors identified for a Lead, Supervisor, or Manager role within 6-12 months
FACILITATOR & PARTICIPANT GUIDE ICONS
Goal Slide Notes
Time to
Complete
Participate
Guide
Group Activity
Key Points Chart
Individual
Activity
Overview SAY
Role Play
Activity
Materials
Needed
DO
Video Activity
Objective
Response
Question
Important

MANAGING CHANGE | 5
Meeting Setup & Group Introductions
Notes
Goal
 Create a welcoming environment for participants and
set learning expectations.
Time: 20 minutes
Overview
 Greet participants and give them time to find seats.
 Introduce them to the Participant Guide and inform
them that the PG is theirs to keep.
 Give participants time to introduce themselves.
 Ask participants to complete the Change
Management Post-Survey. Collect both the pre- and
post-surveys at the end of the session.
 Run the Learning Outcomes Activity.
 Introduce the four Managing Change factors.
Materials
 PowerPoint Slide 01
 Change Management Pre-Survey
 1 chart paper
Learning Outcomes Activity
 Place one sheet of chart paper in an easily visible
location.
 Write “Learning Outcomes” at the top of the chart
paper.
 Ask participants to share one or two learning
outcomes that they would like to achieve by the end
of the course.
Slide 01

MANAGING CHANGE | 6
Managing Change
Notes
Goal
 Introduce the four core course concepts and activate
learner prior knowledge.
Section Time: 10 minutes
Materials
 PowerPoint Slide 02
 Participant Guide page 03
Managing Change
SAY
To ensure success, the enterprise must respond to changes in
the market. Managers help support enterprise success by
implementing the competitive strategies that senior leaders
create.
This requires that managers remain agile as they move their
teams toward achieving common goals.
A main determinant of how successful a strategy will execute
is directly related to how well managers can implement
change at the department level.
There are four components to consider when creating a
change strategy, the change management plan, and then
managing change to ensure success. After reviewing each of
the four levels, you will have a strong foundation for creating
a change strategy, plan, and then managing the rollout. The
four change components are:
1. Change Factors: Consider Hard Factors and People
Factors first
2. Change Levels: Account for three levels of change
management
3. Change Curve: People experience change in stages
similar to grief
4. Change Resistance: Fear, lack of trust, and personal
factors all contribute to resistance
Advance to Slide 02

MANAGING CHANGE | 7
Change Factors
Notes
Section Learning Objective
 Describe the influence Hard Factors and People
Factors have on enacting a change plan.
Materials
 PowerPoint Slides 03-04
Change Factors
Activity Time: 5 minutes
Section Overview: Hard Factors are those elements
that can be formally defined, implemented, or
otherwise affect the functioning of the enterprise’s
processes. People factors are the elements within the
enterprise that are difficult to design and define.
SAY
Ask participants what they think hard factors are within an
organization. Acceptable responses will vary but should only
include inanimate objects such as:
 Computer hardware, software, servers, telephones,
machinery, furniture, lab equipment, etc.
Ask participants what they think people factors include.
Acceptable answers will vary but should include human
capital (employees) and intangibles such as:
 Management and leadership styles, people and
qualifications, informal relationships, team dynamics,
social interactions, shared values organizational
culture, processes and procedures, business strategy,
operational plans, budgets and financial
management, trademarks, patents, proprietary
formulas, etc.
Slide 03

MANAGING CHANGE | 8
Change Factors Review and Respond Activity
Activity Overview: This activity is intended to activate
the learners’ prior knowledege for how they have overcome
resistance in the past and to build anticipation for additional
learning that will occur in the Change Resistance section of
the course.
Participant Guide page 05
SAY
Participants will work with a partner to identify one human
factor that they believe is difficult to overcome during a
change management initiative. Then, they will make at least
one recommendation for how to overcome potential change
resistance. Instructions are listed on page 04 of the
Participants Guide. Space is provided in the Review and
Respond section to capture notes.
Participant Guide Question
Typically, people factors are the hardest to manage during a
change initiative. What are some strategies you’ve used in
the past to help manage people factors during a change
initiative? If these strategies were effective, why were they
effective?
Circulate the room to ensure
participants are moving through the
activity appropriately.
Change Factors Activity Debrief
SAY
Ultimately, both hard factors and people factors must be
consider for a change initiative to succeed.
 What was the one people factor you and your partner
identify?
 What solution do you recommend to overcome
potential change resistance?
Advance presentation to Slide 04.

MANAGING CHANGE | 9
Change Levels
Notes
 Define the impact of the three change levels within a
change management strategy and plan.
Materials
 Participant Guide pages 06
Change Levels
Section Overview: Large change initiatives occur at
three different levels. When creating change
management plans, leaders need to identify
strategies for moving people and processes through
each level in order to mitigate resistance and failure
points.
Each level of change management increases in
difficulty; thus, planning must begin well in advance
of executing the change plan. This section includes
Poll Everywhere all-group quiz.
SAY
When drafting a change management strategy, always
consider the scale of the change in order to identify whom
within the organization will be affected.
Change initiatives ultimately affect:
 Individuals or small populations of employees (e.g.
single employees or a single team)
 Projects or initiatives that affect large populations of
employees (e.g. multiple business units)
 Overall competitive advantage, which can affect the
entire organization or several lines of business
Advance PowerPoint to Slide 06.
Change Levels Poll Everywhere Quiz

MANAGING CHANGE | 10
Activity Overview: Participants will text responses to
three different quiz questions that present situational
questions related to either individual, initiative, or
enterprise-wide change management.
SAY
Let’s strengthen your critical thinking skills while playing a
game. The game instructions are as follows:
1. The first quiz slide will indicate how to submit your
quiz responses to our Poll Everywhere quiz.
2. Text the corresponding letter of the answer you think
is correct given the change scenario.
3. Once all participants have responded, I will reveal the
correct answer.
4. We will briefly discuss why the answer is correct
given the scenario.
Slide 07
Change Levels Poll Everywhere Quiz Question 01
A team of 20 people must use an iPhone app to submit their
expense statements. Previously they used paper forms.
A. Individual Process Change
B. Initiative Process Change
C. Enterprise-Wide Process Change
Slide 08
SAY
All responses are submitted. Let’s review the correct answer.
Slide 09
SAY
The correct answer is (A) Individual Process Change because
a small number of people are affected.
 Initiative change would only apply if several business
units or the entire organization were affected by
implementing the new process.
 Enterprise-wide change does not apply because this
change has no implication on competitive advantage.
Once the first quiz slide appears,
demonstrate how to text in the
numerical Poll Everywhere code and
your unique Presenter identification
code.
The Total Results counter in the
lower-right of the slide notates the
number of received responses.
Allow 1-2 minutes for participants to
respond, then advance to Slide 08.
Advance to Slide 09.
Answer any participant questions
and then advance to Slide 10.

Slide 10
Three business units will be combined in order to gain
efficiencies. Employee job duties will not change; however,
two Managers will transition out of the department.
A. Individual Process Change
B. Individual People Change
C. Initiative Process Change
Slide 11
SAY
Slide 12
SAY
The correct answer is (B) Individual People Change because
job duties for the majority of people affected will not change.
Senior leadership will need to manage the employees’
emotional reactions to the change, including the two
Managers who are transitioning out of the department.
Slide 13
A boutique marketing firm will add a new product offering
designed to help their clients enhance social media presence.
All 50 employees must learn several new skillsets and
processes in order for the firm to remain competitive.
A. Individual
B. Initiative
C. Enterprise-Wide
Slide 14
SAY
Slide 15
The correct answer is (C) Enterprise-Wide because although
this is a small organization, all employees are affected. More
importantly, the change is occurring because the firm is
Answer any participant questions
and then advance to Slide 13.

implementing the change in order to remain competitive or
to create a new competitive advantage.
Change Curve
Notes
Learning Objective
 Evaluate the four stages of the Change Curve in
order to mitigate change resistance during a
change initiative.
Materials
 The Change Curve MP4 Video
 Participant Guide pages 07-08
Change Curve
Section Overview: People adapt to change in
ways that are similar to how the move through
stages of grief. The Change Curve describes the
four emotional stages people experience during
a change event.
SAY
People react to change similarly to how they process
grief. Our job as leaders is to you can make their
Slide 16

journey through the stages easier. The faster that we
can help our employees adjust to change, the faster
productivity returns to normal. The Change Curve is
partially the work of psychiatrist Elisabeth Kübler-Ross
and describes the stages employees experience.
We will now watch a short video that provides an
overview of the Change Curve. A transcript from the
video is available in your Participant Guide Appendix on
page 11.
Activity Time: 2:48 minutes
The Change Curve video will play automatically
when Slide 17 appears.
Stages of Change
Activity Overview: Participants will respond to
four brief questions listed in their Participant
Guide. Allow approximately 8-10 minutes for
participants to work individually. Then, regroup
and use the “popcorn” technique to solicit
answers from the group.
SAY
You will have 10 minutes to answer the Review and
Respond questions on page 08 of your Participant
Guide. You may work individually or with another
person. We’ll then briefly discuss as a whole group.
Participant Guide Questions
1. In Stage 01 Status Quo, employees are typically in a
state of shock, denial, or both. As their leader, you
will need to communicate information to help them
move to the next stage. Create a list of three
communication methods you could use to help
communicate information to your team.
2. In Stage 02 Disruption, employees typically
experience anger and fear. As their leader, you will
need to watch their behavior, listen to what they’re
communicating, and then support them as needed.
Advance to Slide 17. Video will
play automatically.
Advance to Slide 18 when video
ends.
Circulate the room to ensure
participants are moving through
the activity appropriately.
Stage 01 Status Quo responses
will vary but typically include 1-
on-1 meetings, information
sessions, email and written
communications, and so on.

Create a list of three actions you can employ to help
your team move to the next stage.
3. In Stage 03 Exploration, employees are starting to
accept that the change is real and that it’s time to
adapt. What are three options you can do to help
your team explore and test the boundaries of the
new change initiative?
4. Once your employees move into Stage 04
Rebuilding, they have gained commitment to the
change initiative and productivity will increase.
What are three ways to celebrate success with your
team?
SAY
What are some of the actions you would use with your
team to help move them through Stage 01 Status Quo?
 Repeat this process for Stage 02 Disruption,
Stage 03 Exploration, and Stage 04 Rebuilding.
Stage 02 Disruption responses
may include listening sessions
with direct or senior leaders, 1-
on-1 check-in meetings,
management by walking around,
mechanisms for capturing
feedback (e.g. an anonymous
drop box)
Stage 03 Exploration may include
hands-on or experiential options
such as a software sandbox, time
in the workday to attend training
or information events, access to
intranet sites with job aids, etc.
Stage 04 Rebuilding responses
often include team or office
parties, competitions, etc.
Use the “popcorn” technique to
solicit answers from the group.
Change Resistance
Notes
 Create a plan to reduce employee change resistance
by addressing core psychological and emotional
factors.
Materials
 PowerPoint Slides 19 and 20

Change Resistance
Section Overview: This section is intended to be
brief. Expanded details of each form of change
resistence are included in the Participant Guide.
Briefly describe the three forms of change resistance
outlined on Slide 20 and then allow approximately 8-
10 minutes for participants to work individually on
the Review and Respond questions in their
Participant Guides. If time permits, regroup and use
the “popcorn” technique to solicit answers from the
group.
SAY
We will briefly review the three forms of change resistance.
Then, you’ll have some time to answer the Review and
Respond questions on page 09 of your Participant Guide.
For some employees, major change can be traumatic. They
are used to their routines, proud of their expertise, fear being
undermined if things change, or that their jobs are at risk.
The three psychological and emotional factors that cause
change resistance in employees are fear, lack of trust, and
personal factors.
1. Employees experience fear of losing something or feeling
incompetent. For example, employees may fear that they
are going to lose something (schedule priority, seniority,
etc.) or fear that they will feel incompetent because they
need to learn how to perform at a different level.
2. Some employees may distrust their manager, supervisor
or the enterprise. They might distrust their personal
abilities (self-efficacy) or do not believe that the change
initiative will succeed. Therefore, they have a lack of trust
which causes them to become resistant.
3. Employees may resist change if they believe the change
will affect their personal stability. For example, if they
believe that the change will negatively affect their
finances and their familiar work tasks or routines. Some
employees may believe that their age and ability to adapt
will hinder them in some way. Others may feel that the
change will affect their social status (this is particularly
Slide 19

problematic for employees who will experience a title
change).
Managing Change Resistance Activity
Activity Overview: This activity is designed to help
participants reflect and identify previous knowledge
and experiences that they can leverage for future
success. Responses from this activity can help when
participants draft their change management plans
and strategies in the next course section.
SAY
Please turn to page 09 in your Participant Guide and answer
the Review and Respond question. Please answer each
portion of the question (Fear, Lack of Trust, Personal
Stability). The Review and Respond question is:
Reflect on a change initiative you’ve supported in the
past. What strategies have you used to help your
employees overcome fear, lack of trust, and concerns
over personal stability?
Activity Modification
Depending on time, you can have
participants pair up and share their
answers, work in groups, do a
“popcorn” group share.
Change Strategy
Notes
Section Learning Objectives
 Develop a change management plan and strategy to
implement a department change initiative utilizing
the four change management principles.
Materials
 Participant Guide pages 10-11
Change Strategy

Overview: Participants will work in groups to create a
change management plan and strategy utilizing the
concepts from the course. A copy of the Creating a
Change Strategy questions listed in the Participant
Guide is available in the Facilitator Guide Appendix
on pages 22-23.
Since time alloted for this activity is limited, it is
recommended that participants focus their time on
developing the strategy and identifying aspects of the
change where employees are most likely to be
change resistant.
Participant Guide page 10-11
SAY
We will spend the last segment of the working on creating a
change management plan and strategy that you can use
within your department.
Working as a group, identify an upcoming initiative or
enterprise change that will affect employees within your
department. You will have approximately 40 minutes to
complete this task.
1. First, complete the Define the Initiative or Enterprise
Change section on page 10 of your Participant Guide.
2. Then, use the Change Curve Action Plan section to create
an action plan that will help move your employees
through stages 1-4 of the Change Curve.
3. If time permits, complete the Change Initiative Timeline
on page 10 of your Participant Guide.
4. Finally, complete the Change Management Strategy and
Plan Validation section. The goal is to validate that the
change timeline is realistic given the unpredictability of
human nature.
Slide 21
Advance to Slide 22
Circulate the room to assess
understanding and lend support if
needed.
Once the group has completed their
change strategy, survey participants
to gather feedback on the strategies
they outlined.
Activity Modification

If the participant population is mixed,
such as from different departments
or job roles, consider group
participants together who work
together cross-functionally or who
have similar job roles
Case studies can also be used in place
of participants self-selecting change
initiatives. Case studies are available
in the Appendices of both the
Facilitator and Participant Guides:
 Facilitator Guide pages 23
 Participant Guide pages 12
Session Wrap-Up
Notes
Goal
 Conclude course and offer additional support to
participants.
 Validate that all or most of the Learning Outcomes
the participants listed at the beginning of the course
were met or exceeded.
Materials
 PowerPoint Slides 23
 Completed Learning Outcomes Activity chart paper
 Change Management Post-Survey
Slide 23

Overview: This portion of the course is intended as a
opportunity to check for participant understanding of
course concepts, provide an opportunity for
participants to ask outstanding questions, and
validate that all or most of the Learning Outcomes
the participants listed at the beginning of the course
were met or exceeded.
SAY
As we wrap up the day, let’s review the Learning Outcomes
we outlined at the start of the course and then take some
time for Q&A.
Review the Learning Outcomes
Activity chart, Parking Lot chart, and
field questions as needed.
Collect pre- and post-course surveys.
Thank participants for their time and
offer to stay after if some
participants need extra time for Q&A.

MANAGING CHANGE FACILITATOR GUIDE APPENDIX
Change Strategy Participant Guide Questions
The questions below are listed in the Participant Guide on pages 09-10.
Define the Initiative or Enterprise Change
Working as a group, identify an upcoming initiative or enterprise change that will affect employees
within your department.
Define the Initiative or Enterprise Change (brief description, strategic objective, and approximate
start/go-live dates).
____________________________________________________________________________________
____________________________________________________________________________________
Describe areas of change resistance. What employee reactions do you anticipate? Why do you
anticipate that employees will resist the change? How will you address reactions that are rooted in
fear, lack of trust, and concerns for personal stability?
____________________________________________________________________________________
____________________________________________________________________________________
Change Curve Action Plan
Prepare an action plan that will help move your employees through stages 1-4 of the Change Curve.
Define how you as leaders will address change resistance.
Stage 1 Status Quo
____________________________________________________________________________________
____________________________________________________________________________________
Stage 2 Disruption
____________________________________________________________________________________
____________________________________________________________________________________
Stage 3 Exploration
____________________________________________________________________________________
____________________________________________________________________________________
Stage 4 Rebuilding
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________

MANAGING CHANGE FACILITATOR GUIDE APPENDIX
The Change Curve Video Transcript
YouTube Video URL: https://youtu.be/J88aaHWXeaM
Produced by MindToolsVideos Sep 19, 2018
Every organization must change if it’s to grow and continue to be successful. But implementing change is
rarely easy. People are used to their routines. They may be proud of their expertise, and fear being
undermined if things change. Or, worse, they may feel their job is at risk. And a major change can be
genuinely traumatic for some. So how can you help your team members accept, and even embrace,
change? People tend to go through a series of reactions to change that are similar to the stages of
dealing with grief. You can’t stop them doing this entirely, but you can make their journey through the
stages easier, and therefore establish your change more quickly. The Change Curve describes these
stages. It’s partly based on the work of psychiatrist Elisabeth Kubler-Ross.
At Stage 1, team members may be in shock about the proposed change. They might even convince
themselves that there won’t really be any change. They’ll need your help to understand what is
happening, so effective communication is crucial. Be clear about where people can go for information
and help. Answer questions as they crop up so that people feel secure.
Stage 2 is the “danger zone” where feelings of anger, fear and resentment may lead some people to
resist the change, both actively and passively. Make sure you’re prepared for this stage, so you can
make it as painless and short-lived as possible. But beware: you can’t anticipate exactly how each
person will react, so watch, listen and support as necessary.
Stage 3 is the turning point, for individuals and for the organization. Your people are starting to accept
what’s happening. They’ll still need to test out what’s going on, so give them time to do so.
Stage 4 is when team members start to commit to the new way of doing things. Success is now in sight.
The changes are starting to become second nature for everyone. And they can see the benefits to the
team and to the organization. Now’s the time to celebrate with them. This is important! Your people will
find it much easier to cope with change next time if they can remember this sense of satisfaction and
reward.
For more information about the Change Curve, see the article that accompanies this video.
Additional Information
To learn more about the Change Curve, see the article at www.mindtools.com/changecurve.
The prospect of change in an organization can be daunting for many. Ingrained ways of working and fear
of what the change might mean for your people can mean that they will try to resist it.
But it doesn't have to be this way. With careful management, you can minimize any negative impact
your planned change might have on your team and you can help your people adapt to it quickly and
effectively.

Managing Change Facilitator Guide

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Managing Change Facilitator Guide

Similar to Managing Change Facilitator Guide (20)

Recently uploaded

Recently uploaded (20)

Managing Change Facilitator Guide