Participants will learn how best to support people faced with uninvited change at each step of the change cycle. Clear coping mechanisms will be illustrated which can become learned behaviours for those who are faced with difficult change challenges in their work and personal lives.

1. Welcome
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2. Resilient Employees during
turbulent times

3. CHANGE THOUGHTS
Adapt or die
Change
is a
constant
We only play
the games we
can win
We are
hardwired
to resist
change
Our resilience
scale
determines
our change
fitness
We respond
to change
depending on
our degree of
choice

4. Change Exercise
Discuss in pairs
Take 5 minutes to
discuss a change
experience
Think of a time
when you were
faced with a major
change
What were your
coping strategies?
What were your
feelings during this
time?
Looking back what
did you learn about
yourself

5. Facilitation
Draw low, medium and high on a flipchart
Ask on a delegate to describe their feelings – negative, positive
neutral. Ask how they felt after getting support – illustrate that
feeling are always mixed during times of change

6. What is the difference?
Emotions
•Chemical
released in1/4
second by
brain & body
Feelings
•Mixed
emotions
soaking in -
sensory
Moods
•Influenced by
environment,
body, thoughts
& emotions

7. Moods of Change
Facticity
What we assess to be
unchangeable
Possibility
What we assess as changeable
Uncertainty
What we cannot confidently predict
Resentment Resignation Anxiety
OPPOSE
We can’t get over it. Hostility,
active and passive aggression.
It will never work! Tried it all
before! Here we go again!
Confused, anxious, afraid, threatened!
Peace Ambition Wonder
ACCEPT
Let’s come to terms with this
situation. I am ok about it.
Let’s go for it! How can we make
this happen?
Let’s explore, experiment, Wow!
Source: Newfield Institute

8. Change shaping situations
Technology
New structures/bosses
Retrenchment

9. Redundancy – Sold Bookshops to
concentrate on Publishing
40 employees
affected
200 employees left
behind
Major uncertainty as
first buyer turned
down by
Competition Tribunal
Earlier structural
changes had
occurred

10. Challenges presented to Jane & Erma
High distrust
due to
ongoing
change
Limited
budget
Some retail
leaders
affected
Employees
affected by
retrenchment
Uncertainty
due to
transaction
& consulting
Employees
left
behind

11. Beliefs about change…
Change happens on
multiple levels –
structure/enviroment,
relationshiip,
individual
Change
begins
with an
ending
People
respond in
different
ways, at
different
times
Change
innitiates a
deep inner
process –
whether you
stay or go
Change –
itself-
builds
resilience
Early
adopters
can support
change if
wiling

12. Process
Understand Need
Design
Process/Material
Facilitate Resilience
Building with
Change Agents
Time with the
Leaders

13. Design of Material
Understand
responses
to change -
Enneagram
Understand
the Nature
of Change
Skills for
Facilitating
Change
Juta’s
change
story
Agree
process
Role of
Change
Agents

14. The nature of change
William Bridges Transition Model

15. Theme
Out there things can happen
and frequently do
to people as brainy
and footsy as you.
And when things start to happen,
don't worry. Don't stew.
Just go right along.
You'll start happening too.

16. Responses to change - Enneagram
change
9
1
2
4
3
5
8
7
6

17. The Juta Change Story
• Mapping the History of Change
• Perspective on Change – normal
• Understood capacity to change – resilience already in
organisation
• Understood the positive outcome of change – what if we
never changed?

18. Skills
Skills You will Need
– Being a learner
– Listen attentively for
others’ concerns
– Respond empathically
– Communicate openly:
educate others about the
change
– Support others in their
choice (expand vs constrict)
– Encourage others by
advocating for the future

19. Process
July Sept Nov Nov 2014…
Change Agent
Workshops
Follow up circles … Leadership team session
Approach: grapevine conversation
Dropped online conversation

20. Framework for Change
End Middle Beginning
I
We
It
• Thinking
• Emotion
• Body
• Change in
relationship(s)
• Trust
• Conversations
• Support
• Structures
• Process
• Systems
• Environment
What happens in us? Building resilience...new seeing/being/doing
What happens between us? Building trust & relationship …new co-creating
What can we successfully manage? New environment/ways of working

21. Lessons Learned
Find more
budget
Change
process for all
Listen to the
Activists
Respect
different
levels of
resilience
Leadership as
chief
spokesperson

22. Thank you
To view material from this talk visit
www.sacap.edu.za/events
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Follow us on Twitter @SACAP
#PsychologyFest