Embracing change presented by cherry labarrete


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Embracing change presented by cherry labarrete

  1. 1. EMBRACING change <br />SR presented by:<br />Cherry Labarrete<br />
  2. 2. Objectives<br /><ul><li>Deal with change and transition.
  3. 3. Realize change as controllable.
  4. 4. Be change ready.</li></ul>2<br />
  5. 5. Change<br /> Transition<br />Starting a new job<br />Adapting to your new role<br />Becoming a parent<br /> Learning to maintain your sanity<br /> Learning to live on your own<br />Moving out of your home<br />Definitions of Change and Transition*<br />Change is situational. It happens whenever something stops or starts in our lives. Change is external to us.<br />Transition is the process people go through in coming to terms with a new situation. Transition takes longer than change. Transition is internal. <br />*The distinction between these two terms comes originally from William Bridges<br />
  6. 6. Types of change?<br />4<br />
  7. 7. Our Situation: Losses, Gains, Unknowns, Uncertainties<br />Think about with what’s happening now?<br />What might we lose?<br />What might we gain?<br />What might we be uncertain about? <br />What are the unknowns?<br />
  8. 8. Why do we resist change?<br /><ul><li>We tend to feel uncomfortable with the disruption and loss of our normal routines, beliefs, and identities.
  9. 9. We often fear and shy away from the unknown.</li></ul>When we rebuild what has been disrupted or lost and learn more about the unknown, we are better able to let go, move on, and do our part in making the changes successful.<br />Faced with the choice between changing one's mind and proving that there is no need to do so, almost everyone gets busy on the proof.<br />William Kenneth Galbraith<br />
  10. 10. Transition Map<br />
  11. 11. 7 Principles of Transition Management<br />You have to end before you begin.<br />Between the ending and the beginning, there is a hiatus.<br />That hiatus can be creative.<br />Transition is developmental.<br />Transition is also a source of renewal.<br />People go through transition at different speeds.<br />Most organizations are running a “transition deficit.”<br />
  12. 12. 9<br />Phases of transition<br />
  13. 13. 10<br />“Our dilemma is that we hate change and love<br />it at the same time; <br />what we want is for things to remain the same <br />but get better.”<br />Sydney Harris<br />
  14. 14. 11<br />surviving organizational change<br />Six steps to championing your odds of survival<br />1. Find out why the change is taking place <br /><ul><li> Inquire, about the change. The objective is to understand why the change is happening.</li></ul>2. Clarify expectations: What is expected of me?<br /><ul><li> Schedule time to clarify expectations with your boss</li></ul> * What will I be doing differently?<br /> * When will this process begin?<br /> * When will it need to be completed?<br />
  15. 15. 12<br />surviving organizational change<br />Six steps to championing your odds of survival<br />3. Make sure you know how to implement change<br /><ul><li> The most important question: Do I already have –</li></ul> or will I be given– the resources I need to be successful?<br />4. Examine your alternatives<br /><ul><li> Ask yourself: Is it worth it?</li></ul> Am I ready, willing and able?<br /> What are my alternatives?<br />
  16. 16. 5. Determine rewards and consequences<br /> You won’t be motivated to change without good reasons.<br />Ask:<br /> What is at stake?<br /> What happens if the department/project fails?<br /> What happens if I fail?<br /> What do I hope to gain? <br /> What is important to me?<br /> Determine what that means to you.<br />13<br />surviving organizational change<br />
  17. 17. 6. Act with commitment.<br /><ul><li>Couple actions with “can do” attitude.
  18. 18. Suggest ideas and improvements.
  19. 19. Demonstrate your commitment by taking immediate action.
  20. 20. Create short term wins</li></ul>14<br />surviving organizational change<br />
  21. 21. Creating Short-Term Wins<br />“People hate change. People love progress.” <br />—David Pottruck, Former CEO, Charles Schwab<br />
  22. 22. Are you Change- Ready?<br />16<br />