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Change: Personal & Professional
The document outlines a workshop focused on understanding and navigating change in professional environments, highlighting various models and strategies for managing change effectively. It emphasizes the importance of personal and professional growth, the role of supervisors, and the impact of change at different scales within organizations. Participants are encouraged to engage in reflection and utilize tools for authenticity and clarity to enhance their change management skills.
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Change: Personal & Professional
- 1. Change: Personal &Professional Growth, Opportunity, Learning, Development Program Lauren Pressley | March 15, 2017
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- 3. Introductions ● Name, role ●Gut feeling about change ● Current changes?
- 4. By the endof this session... 1. Understand and identify models of change in order to make sense of changes at work and in organizations. 1. Understand and navigate your role in change in order to feel empowered and have agency in changes you face. 2. Identify strategies and techniques for working with your supervisor in order to help minimize stress and maximize the successful implementation of change. 3. Recognize change happens at different scales in order to identify positive changes you can effect within the organization.
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- 6. Spectrums ● Evolutionary vs.Revolutionary
- 7. Spectrums ● Evolutionary vs.Revolutionary ● Farmer vs. Miner
- 8. Spectrums ● Evolutionary vs.Revolutionary ● Farmer vs. Miner ● Top Down vs. Bottom up
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- 14. “Change is disturbing whendone to us, exhilarating when done by us.” Rosabeth Moss Kanter
- 15. Reflection ● Patterns ofchange, patterns of response
- 16. Reflection ● Patterns ofchange, patterns of response ● Takes time to process/think/reflect
- 17. Reflection ● Patterns ofchange, patterns of response ● Takes time to process/think/reflect ● Authenticity
- 18. Tools ● Authenticity ○ Strengthsfinder ○Appreciative inquiry
- 19. Tools ● Authenticity ○ Strengthsfinder ○Appreciative inquiry ● Understanding ○ Situated learning ○ Bolman & Deal’s Four Frames ○ Build a network
- 20. Bolman & Deal’sFour Frames, image from http://soniamdavis.blogspot.com/2014/07/organization-theory-and-behavior.html
- 21. Tools ● Authenticity ○ Strengthsfinder ○Appreciative inquiry ● Understanding ○ Situated learning ○ Bolman & Deal’s Four Frames ○ Build a network
- 22. Tools ● Authenticity ○ Strengthsfinder ○Appreciative inquiry ● Understanding ○ Situated learning ○ Bolman & Deal’s Four Frames ○ Build a network ● Clarity ○ RACI Matrix/communication and clarity ○ Vulnerability and difficult conversations
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- 24. Tools ● Authenticity ○ Strengthsfinder ○Appreciative inquiry ● Understanding ○ Situated learning ○ Bolman & Deal’s Four Frames ○ Build a network ● Clarity ○ RACI Matrix/communication and clarity ○ Vulnerability and difficult conversations
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- 27. Understanding the Direction ●Mission/vision/strategic plan ● Reports ● Meetings ● Email
- 28. Understanding Your Manager ●Their change process ○ Top down, or likely to ask for input? ○ How open earlier in thinking ○ How your manager prioritizes
- 29. Choosing Your Strategy ●Shared language ● Identify your role ● Communication ○ Ask manager what they need to implement change ○ Share with your manager what you need to implement change
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- 32. Large Change ● mission/vision ● Strategicplan ● New administration ● Reorg ● Revolutionary change
- 33. Large Change ● mission/vision ● Strategicplan ● New administration ● Reorg ● Revolutionary change Significant Change ● Small organizational recalibration ● Staff leaving/new hires ● New service
- 34. Large Change ● mission/vision ● Strategicplan ● New administration ● Reorg ● Revolutionary change Significant Change ● Small organizational recalibration ● Staff leaving/new hires ● New service Smaller Change ● Adapting existing service ● Changes within individual work ● Evolutions
- 35. Scale of ChangeImpacts Approach ● Amount of buy in required ● Who needs to be involved ● Timeline to implementation
- 36. Scale of ChangeImpacts Approach ● Amount of buy in required ● Who needs to be involved ● Timeline to implementation ● What are some changes you’ve implemented?
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