This document discusses organizational change and how people react to change. It outlines the different types of reactions people can have (from victim to pioneer) and reasons why change may be difficult or embraced. It also identifies common mistakes in change management and keys to successful change implementation, such as strong leadership, clear vision, communication, and training. Overall, the document provides an overview of change management strategies and challenges.

1. Leading Organizational Change

2. “The only person entirely comfortable
with change is a wet baby.”

3. Two caterpillars are conversing, and a beautiful
butterfly floats by.
One caterpillar turns and says to the other,
“You’ll never get me up on one of
those butterfly things.”

4. Reactions to Change
• Victim
• Passive-aggressive
• Creative visionary
• Denial
• Anger
• Bargaining
• Depression

5. Reactions to Change
• Exploration
• Acceptance
• Coping with
• Adapting to
• Exploiting
• Creating

6. Reactions to Change
• CAVE (Citizens Against Virtually Everything) dwellers
– five to 10 percent
• Settlers – 80 to 90 percent
• Pioneers – Five to 10 percent

7. Why is Change Difficult?
• Fear of unknown
• Comfortable with status quo
• Don’t see the need
• Tradition
• Investment in status quo

8. Why Is Change Embraced?
• Looking for advancement
• Exciting
• New opportunities
• Challenge
• Pioneering spirit
• Discontent with status quo

9. Individual Change Building Blocks
• Awareness
• Desire
• Knowledge
• Ability
• Reinforcement

10. Why Change Fails
• Poor starts
• Making change an option
• A focus only on process
• A focus only on results
• Not involving those expected to implement change
• Delegated to “outsiders”
• Leadership does not “walk the talk”
• Wrong size
• No follow-through

11. Change Management Mistakes
• Not understanding the importance of people
• Not appreciating that people react differently to
change (confidence, challenge, coping,
counterbalance, creativity)
• Treating change as an event versus a mental, physical
and emotional process
• Being less then candid
• Not setting the stage for change

12. Change Management Mistakes
• Forgetting to negotiate the new “compact” between
employers and employees
• Not communicating in the right way
• Underestimating human potential

13. Change Management Keys
• Strong buy-in at the top
• Creating vision
• People centered around common values
• Change is team driven
• Skills-based training is provided
• Managing transition
• Initiatives are measured
• Management sticks to the plan (sustaining
momentum)

14. Change Roles
• Change initiator
• Change agent
• Champion for change
• Sponsor of change
• Leadership, supervision and delegation

15. Change Model
• Clarifying expectations and roles for the change
process
• Joint discovery to identify priorities for change
• Joint planning for organizational development
activities to address priorities
• Change management and joint evaluation

16. Creating Successful Change
• Plan your communications
• Communicate the vision
• Develop change agents
• Leadership – change sponsors, change leaders
• Attain workplace commitment
• Aligning the organization
• Tracking progress
• Leveraging knowledge and learning

17. Individual Tips
• Build “safety zones” (what is the same; sources of
support)
• Ask advice from “veterans”
• Grieve
• Expect some chaos/allow for mistakes
• Work-life “harmony”
• Be an active change agent
• Look for opportunities

18. “A living thing is distinguished from a dead thing
by the multiplicity of the changes at any moment
taking place in it.” (Herbert Spencer)
“All things must change to something new,
to something strange.” (Longfellow)
“They always say that time changes things,
but you actually have to change them yourself.” (Warhol)

19. “We must become the change we want to see.” (Gandhi)
“The future is not a result of choices among alternative
paths offered by the present, but a place that is created –
created first in the mind and will, created next in activity.
The future is not some place we are going to, but one
we are creating. The paths are not to be found, but made,
and the activity of making them, changes both
the maker and the destination.” (John Schaar)