Managing change can be the most difficult process

1. MANAGING CHANGE
Steven Sunder, BS
Which Direction Will
Lead To
Our Success?

2. Managing Change
Organizational Change
• Change would be easy if it weren’t for all the people.
• People don’t resist change; they resist being changed.

3. Managing Change
What Motivates People
VALIDATION
• Respect for employees
• Flexibility to meet personal needs
• Encouraging learning, growth and new skills
INFORMATION
• Knowing “why” things are being done
• Inside information about the company
PARTICIPATION
• Having control over how they do their work
• Involvement in decisions that affect them

4. Managing Change
Current
State
Transition
State New State
• Equilibrium
• Comfortable
• See need for change
• In conflict with
need for change
• Uncomfortable
• Chaotic feeling
• Emotional stress
• Undirected energy
• Past highly valued
• Conflict increases
• Loss of control
• Question value of the change
• Ambiguity
• Uncertainty
• Renewed Energy
• Sense of direction
• Future
• Recognize value of the change

5. Managing Change
How to Lead and Support Others Through
The Process of Change
Everyone is in different stages of change.
Condition Approach
Denial Listen. Prevent isolation;
provide/develop stress
management approaches.
Anger Listen. Acknowledge
grounds for anger, move to
problem solving.
Sense of chaos Listen. Acknowledge chaotic
state.
Depression Listen. Focus on future and
letting go of past.
Resignation Allow to move at own pace.
Readiness to accept change Provide direction and
guidelines. Redefine career,
roles and identities.

6. Managing Change
Reward Attempts, Not Just Achievements.
There will be mistakes made during changes. How you respond to them will be
important in maintaining employee involvement. Each mistake represents a
potential for learning. Your job is to focus on the learning aspect of the
mistake. Ask what you will do in the future to prevent the mistake from
happening again. Provide positive reinforcement to the ideas and give them
your support to try again.
One way to reduce damage from mistakes is to have regular debriefs. This is
especially important during changes.

7. Managing Change
The vision, goals and values in the strategic
plan are the starting point for change.
•The goals are the path.
•The vision is the destination.

8. Managing Change
The Value Of Having A Vision Is That It
Can Lead People Toward Their Future
• Discuss the vision frequently.
• Define steps toward the vision.
• Identify how individuals can make a difference
and contribute to achieving the vision.

9. Managing Change
Managing change is enabling others
to have a sense of control in the
process of change.

10. Managing Change
Giving Others Control Is Accomplished
By A Number Of Ways
• Involvement in decision making
• Communication, communication, communication
• Consistency and alignment between values and
actions by leadership
• Recognition of the contributions and efforts
people make
• Making it safe for people to take risk, to voice
concerns and to speak the truth

11. Managing Change
Steve Sunder can be contacted at:
C: 602.524.1169
E: steve@sundervisionsolutions.com
W: http://sundervisionsolutions.com/