Managing Change in the Workplace

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Tips on managing change

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Managing Change in the Workplace

  1. 1.       To cause to be different: change the spelling of a word. To give a completely different form or appearance to; transform: changed the yard into a garden. To give and receive reciprocally; interchange: change places. To exchange for or replace with another, usually of the same kind or category: change one's name; a light that changes colors. To lay aside, abandon, or leave for another; switch: change methods; change sides. To transfer from (one conveyance) to another: change planes. Copyright 2014 Pro Way Development for HarperCollins 2 2
  2. 2.   Understand change management as a strategic skill and learn to be adaptable Experience a change scenario and identify your reactions to change  Review the typical transitions of change  Communication tips for change  Help team members through change  Focus your locus of control and build resilience  Review the impact of emotion and resistance to change  Overcome resistance to change  Create your own action plan to lead others through change Copyright 2014 Pro Way Development for HarperCollins 3 3
  3. 3.  Examples ◦ New supervisor ◦ Different procedures ◦ Change in software   ◦ New supervisor ◦ New organization ◦ Different systems Characteristics ◦ ◦ ◦ ◦ ◦ Control Most things stay the same Many anchors Certainty Future is clear LOW ORDER Examples  Characteristics ◦ ◦ ◦ ◦ ◦ Lack of control Most things change Few anchors Uncertainty Future is unclear HIGH ORDER Less Challenging More Challenging Copyright 2014 Pro Way Development for HarperCollins 4 4
  4. 4. What change will you experience or are you in the midst of? What words best describe your reaction to change? What skills do you think a leader needs to guide other people through change? What do you hope to get out of this Navigating Transitions session? Copyright 2014 Pro Way Development for HarperCollins 5 5
  5. 5. Copyright 2014 Pro Way Development for HarperCollins 6 6
  6. 6. How did you react to changes as the activity progressed?  What worked well in your group?  What could you have done differently to manage the changes?   For yourself ◦ Write down your personal reflections on the exercise in the space provided in the participant guide. Copyright 2014 Pro Way Development for HarperCollins 7 7
  7. 7. SURPRISE HOPE Shock Asking for Help ACCEPTANCE ANGER REJECTION X “The Turning Point” letting go moving on Copyright 2014 Pro Way Development for HarperCollins 8 8
  8. 8.  Change is external (the different policy, procedure or structure)  Transition is internal (a psychological reorientation that people have to go through before the change can work) Copyright 2014 Pro Way Development for HarperCollins 9 9
  9. 9. Saying Goodbye The Neutral Zone Resentment Awareness Resistance Anxiety Self-absorption Exploration Testing The New Beginning Commitment Acceptance Integration Change requires people to make transitions—to reorient themselves so that they can function and find meaning in a changed situation. It is these transitions rather than the changes themselves that are difficult. --William Bridges William Bridges; Transition Model Copyright 2014 Pro Way Development for HarperCollins 10 10
  10. 10. Change isn’t self-initiated • Routine is disrupted • Change creates fear of the unknown • The purpose of change is unclear • Change creates a fear of failure The rewards for change don’t match the effort change requires • The followers lack respect for the leader • Change may mean personal loss • Change requires personal commitment • • John C Maxwell, Developing the Leader Within Copyright 2014 Pro Way Development for HarperCollins 11 11
  11. 11. flexible . resilient positive adaptable Not change-ready Neutral Very change-ready Copyright 2014 Pro Way Development for HarperCollins 12 12
  12. 12.  Manage yourself ◦ ◦ ◦ ◦  What is the scope of it? How much is actually changing? How do I perceive it? What can I do to help myself transition? Manage your people ◦ How do I think others will perceive it? ◦ What are the reasons behind how others will perceive it? ◦ What can I do to help others successfully transition?  Manage the “business” ◦ What still needs to be done day to day? Copyright 2014 Pro Way Development for HarperCollins 13 13
  13. 13. Identify a work-related change you’ve experienced or led in the past 12 months List some words to describe your reaction Copyright 2014 Pro Way Development for HarperCollins 14 14
  14. 14. Tell De cid e e cid De Listen Ask Decide 15
  15. 15. Biases t s on ti p um s As g too fas ing peakn y Neg S i ative R eaction ak arl e e s p cl S n Sla u ng or Jar gon Message Room to o l hot/ a ns cold u io I i s c t nte V a rr r t up is ti D on is o N e Erudite Vocabulary Sender s Copyright 2014 Pro Way Development for HarperCollins Feedback Receiver 16 16
  16. 16. Circle of Circle of Concern Circle of Influence Circle of Influence Concern Proactive Reactive Stephen Covey: 7 Habits of Highly Effective People It’s not what happens to us, but our response to what happens to us that hurts us. Stephen Covey Copyright 2014 Pro Way Development for HarperCollins 17 17
  17. 17. Force of habit  Fear of the unknown  Need for security  Others?  Copyright 2014 Pro Way Development for HarperCollins 18 18
  18. 18. Saying Goodbye The Neutral Zone Resentment Awareness Resistance Anxiety Self-absorption Exploration Testing The New Beginning Commitment Acceptance Integration William Bridges; Transition Model Copyright 2014 Pro Way Development for HarperCollins 19 19
  19. 19.  The Purpose: Why do we have to do this?  The Picture: What it will look and feel like when we reach our goal?  The Plan: Step-by-step, how we will get there?  The Part: What can you do (and need to do) to get there? William Bridges; Transition Model Copyright 2014 Pro Way Development for HarperCollins 20 20
  20. 20. Bridges’ Recommendations Accept the reality and importance of the losses • • Give people information, and communicate again and again • Define what’s over and what isn’t • • Treat the past with respect Show how endings ensure the continuity of what really matters • Recognize and mark or celebrate the ending • Let people take a piece of the past with them Copyright 2014 Pro Way Development for HarperCollins 21 21
  21. 21. Bridges’ Recommendations Strengthen intragroup connections • Provide encouragement and inspiration • • Provide forum for new ideas Recognize small achievements • • Plan for reduced productivity • Provide a sense of direction/guidance • Encourage employee involvement • • Meet frequently to provide feedback Listen to concerns/expectations • • • • • Provide training Collaborate and build bridges Demonstrate flexibility to try new things Encourage creative thinking and action, and accept mistakes Allow for the withdrawal and return of individuals who were temporarily resistant • • Resist the urge to rush ahead Make an emotional connection with employees Copyright 2014 Pro Way Development for HarperCollins 22 22
  22. 22. Bridges’ Recommendations • • Provide ongoing opportunities • • Encourage innovation Maintain communication • • Provide inspiration Provide training and skills development Be consistent with your messages, actions, and reinforcement • Ensure quick successes through achievable goals • Symbolize the new identity • Celebrate the success Copyright 2014 Pro Way Development for HarperCollins 23 23
  23. 23. Do Project a positive position about the change • Clearly communicate what the change is (the four P’s) • Disagree with changes in a public forum • Withhold information or refuse to answer questions from employees Forget to consider the “me” questions that employees always have when change occurs • Take time to meet with staff and be available for follow-up questions • • Anticipate the “me” questions Use a communication/change plan to share information Blame higher-ups for the change • Be prepared to answer questions • • • Prepare speaking points in advance • • Don’t • State that there is no time to discuss changes Provide incorrect information or personal opinions about the change • Participate in the rumor mill 12 Copyright 2014 Pro Way Development for HarperCollins 24 24
  24. 24. People don’t see the need/understand the urgency  Under communication  ◦ Know Act = Compliance + Know + Understand + Believe + Act Commitment  Milestone achievements aren’t recognized Copyright 2014 Pro Way Development for HarperCollins 25 25
  25. 25. What Helps . . .  What Doesn’t Help . . . Share information - as much as you can and when you can  Check for understanding when others speak Rehashing the past vs. focusing on the future  Denying reality and expecting 100% commitment from Day 1    Hanging on to your own anger and mistrust  Taking what happened personally Check for their understanding  Create a partner in problem-solving  Catch people doing things “right” Copyright 2014 Pro Way Development for HarperCollins 26 26
  26. 26. Managing In Difficult Times: The Importance of Resilience Resilience = the ability to bend and bounce back Resilience = the ability to bend and bounce back from hardship from hardship  True for organizations as well as individuals—both possess 3 traits:  True for organizations as well as individuals—both possess 3 traits: 1. Facing down harsh reality 2. Searching for meaning ◦ Ritualizing ingenuity: 3. Facing down harsh reality ◦ Searching for meaning ◦ Ritualizing ingenuity: [adapted from the 2002 HBR article by Diane Coutu] Copyright 2014 Pro Way Development for HarperCollins 27 27
  27. 27.       Acknowledge your real thoughts and feelings Remind each other that having a feeling doesn’t mean you have to act on it Be aware of your own limits and needs for support from others Ask for information: “How is it going for you? What are you struggling with? What’s going well?” Offer information: “Here’s how it’s going for me . . What I’m struggling with . . . What’s going well . . .” Be realistic about the plus's and the minus's and the fact that the journey to the future will take time Copyright 2014 Pro Way Development HarperCollins Remind each other that “this too shallforpass” 28 28
  28. 28.  Managing Your Environment ◦ ◦ ◦ ◦  Operate in and above the fray—keep perspective Court the uncommitted—build your case Cook the conflict—but know when to turn the heat down Place the work where it belongs—mobilize others Managing Yourself ◦ Restrain your desire for control and need for importance ◦ Refrain from being “often wrong—but seldom in doubt” ◦ Anchor yourself  Create a safe place or a calming habit (like taking a walk)  Find a confidant  Don’t over-react by taking attacks personally [adapted from the 2002 HBR article by Ron Heifitz and Martty Linsky] Copyright 2014 Pro Way Development for HarperCollins 29 29
  29. 29. The Role of Emotion In Change Emotions are neither right or wrong—they just are Circumstances do not create emotions—however, the way we reflect on circumstances will influence our emotions Emotions can create circumstances—the way we choose to behave (what we say and do (and choose not to say and do) has consequences— for better or worse Copyright 2014 Pro Way Development for HarperCollins 30 30
  30. 30. What transition stage is the employee in? What are some potential reasons he or she might resist the change? What are some of the critical steps a leader should take to help lead others through change? What else should the leader consider? Copyright 2014 Pro Way Development for HarperCollins 31 31
  31. 31. What we want to create for the future is not clear  Speaking openly about the past doesn’t happen  Communication is inconsistent  The 49 % rule: People look to other people to be the first to show “good faith”  The stress of transitions is discounted or ignored  Copyright 2014 Pro Way Development for HarperCollins 32 32
  32. 32.   Create an action plan for managing change based on today’s seminar What opportunities do you have to implement what you learned today (list a specific change you are leading or will experience)?  What barriers are there to successfully navigating through change? How will you 1.Purpose 2.Picture 3.Plan 4.Part What specific actions will you take to help navigate through change?  The Four Ps Copyright 2014 Pro Way Development for HarperCollins 33
  33. 33.       Bridges, William. Managing Transitions: Making the Most of Change. Perseus Publishing, 2003 (Book) Johnson, Spencer. Who Moved my Cheese An Amazing Way to Deal with Change in Your Work and in Your Life. G.P Putnam’s Sons, 1998. (Book) Kotter, John. Leading Change. Harvard Business School Press, 1996. (Book) Murphy, J., Think Change: Adapt and Thrive, or Fall Behind, Grand Rapids, MI: Successories, Inc., 1998. (Book) Pound, R. & Pritchett, P., The Stress of Organizational Change: A Survival Guide, Dallas, TX: Pritchett & Associates, Inc. (Book) Pritchett, P., New Work Habits For A Radically Changing World: 13 Grand Rules for Job Success In the Information Age, Dallas, TX: Pritchett & Associates, Inc., 1996. (Book) Copyright 2014 Pro Way Development for HarperCollins 34 34

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