Short 8 lessons from the book "Emotional Equations" by Chip Conley: 1. "Joy = Love - Fear" - This equation suggests that joy is the result of feeling loved without fear. When we feel loved and secure, we are able to experience joy. 2. "Despair = Suffering - Meaning" - This equation suggests that despair arises when we are suffering but cannot find any meaning in our suffering. Finding purpose and meaning can help us move out of despair. 3. "Anxiety = Uncertainty x Powerlessness" - This equation suggests that anxiety arises when we feel uncertain about a situation and powerless to control it. Recognizing and addressing our feelings of powerlessness can help reduce anxiety. 4. "Disappointment = Expectations - Reality" - This equation suggests that disappointment arises when our expectations do not match up with reality. Adjusting our expectations or finding ways to change our reality can help reduce disappointment. 5. "Envy = Despair + Resignation" - This equation suggests that envy arises when we feel both despair and resignation about our own situation, while simultaneously coveting what others have. Practicing gratitude and finding ways to improve our own situation can help reduce envy. 6. "Authenticity = Self-Awareness x Courage" - This equation suggests that authenticity arises when we are both self-aware and courageous enough to express our true selves. Developing self-awareness and cultivating courage can help us live more authentically. 7. "Happiness = Wanting What You Have / Having What You Want" - This equation suggests that happiness arises when we either want what we already have or have what we want. Cultivating gratitude and finding ways to attain our desires can help increase happiness. 8. "Hope = Belief / Doubt" - This equation suggests that hope arises when our belief in a positive outcome outweighs our doubt. Focusing on positive outcomes and cultivating a hopeful mindset can help increase hope. Thanks for reading Keep following👉Martha Kay

1. CHANGE MANAGEMENT
www.transportlearning.net
ARE YOU A MANAGER OF CHANGE?

2. CHANGE MANAGEMENT
www.transportlearning.net
“MOANING ABOUT CHANGE IS FUTILE”
YOU
ARE A CHANGE AGENT
AND YOU
ARE PAID
TO COMBAT ENIRONMENTAL CHALLENGES AND CRISES
THROUGH EFFECTIVE MANAGEMENT OF CHANGE
STARTING FROM YOUR OWN ORGANISATION

3. CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. How to change? Triggers for change
4. Wrap – Up: Quick Scan on readiness for change

4. CHANGE MANAGEMENT
www.transportlearning.net
LEARNING TARGETS
• To perform effectively a change manager must
• Gain insight in the drivers that drive change
• Master the triggers for change
• Acquire sound knowledge and skills in change management
• Be capable to manage change processes
• Hence gradually adapt organisational missions, strategies, resources
and projects

5. CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1.Psychology of change
2. Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change

6. CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
• We experience changes physically, mentally and emotionally
• Usually it is subtle and slow but it can be sudden – disrupting our
work, dislocating our relationships or ruining our leisure time.
Sometimes we can discern a pattern, sometimes not
• Sometimes we can explain it, sometimes not
• Changes involves the familiar; sometimes the unknown. Many of
us prefer what is familiar
• Rather than seek change, we continue to live with our old familiar
feelings (patterns and routines)

7. CHANGE MANAGEMENT
www.transportlearning.net
Likely reactions from the individual
facing with change
Announcement implementation
Schock
Anger
Acceptance
Testing
Confusion
Denial
Cooperation
Adopt
changes
Enthou
siasm/
Deception
Evalua
te
impact
Announcement
Acceptance
PSYCHOLOGY OF CHANGE

8. CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
LIKELY REACTION (OF GROUPS OF PEOPLE) TO CHANGE
PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change

9. CHANGE MANAGEMENT
www.transportlearning.net
PSYCHOLOGY OF CHANGE
LIKELY PHASES IN AN ORGANSATION UNDER CHANGE
THE
CONTENTMENT
ROOM
THE
DENIAL
ROOM
THE
CONFUSION
ROOM
THE
RENEWAL
ROOM
DUNGEON
OF DENIAL
PARALYSIS
PIT
WRONG
DIRECTION
DOOR
THE
SUN
LOUNGE
THE CHANGE HOUSE
Source: Nick Fry and Peter Killing, Strategic
Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000

10. CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF DENIAL
Say Act
“It’s nothing to do with us”
“It won’t happen here”
“Nobody else can do what
we do”
“If it isn’t broke don’t fix it”
Defend the past
Justify the present
Blame everybody else
Miss the message

11. CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF CONFUSION
Say Act
“We can’t do anything, it’s
all been decided”
“I’m looking for another
job”
“The management don’t care,
they’ll just move on”
“What can we do?”
Frustration
Withdrawal
Blaming management
No sense of direction

12. CHANGE MANAGEMENT
www.transportlearning.net
CHANGE HOUSE : ROOM OF RENEWAL
Say Act
“We have to keep improving -
work smarter not harder”
“We’re all part of the same
team”
“Yes, we can do it”
Understand and work to targets
Accept responsibility
Know what we are trying to
achieve
Seek continuous improvement

13. CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2.Why change? Drivers to change
3. Triggers for change
4. Wrap – Up: Quick Scan on readiness for change

14. CHANGE MANAGEMENT
www.transportlearning.net
WHY CHANGE? DRIVERS TO CHANGE
• Is your public service or agency able to come up with
answers to problems that have no past and with solutions
to problems that cannot be tackled by remedies of the
past
• If no, it is doomed to loose the essence of its existence
and hence to fade away in redundancy for which nobody is
prepared to pay
• If yes, prepare for change

15. CHANGE MANAGEMENT
www.transportlearning.net
WHY CHANGE?: Theories of change
• Economic theory of change: competition, markets and innovation
• Psychological theory of change: fullfilment of individual needs
• Sociological theory of change: powerful groups
• Cultural theory of change: values, myths, beliefs
• Biology theory of change: survival of the species / planet
• System theory of change: crisis necessitates change
• Political theory of change: opportunities for new politics

16. CHANGE MANAGEMENT
www.transportlearning.net
T im e fo r a
Ch an g e
Revised
budgeting
Institutional
reform
New
Regulations
Economics
Growth/Decline
Competition /
Competing programs
New
Technology
Changing
Values /
Needs
Acts of
Nature/God
New Leadership
Personal fate/
health
DRIVERS TO CHANGE

17. CHANGE MANAGEMENT
www.transportlearning.net
DRIVERS TO CHANGE IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New minister
• Competing political program
from Green Party
• Changing values and needs re
sustainable mobility
• Personal health : high number
of fatalities in road accidents
• Cooperation and partnerships
• Institutional reform

18. CHANGE MANAGEMENT
www.transportlearning.net
DRIVERS TO CHANGE IN THE KOSOVO CASE
• Post war recovery
• Economic development
• Status for Kosovo
• Self -government
• European Vocation

19. CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
Strategic
Performance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
?
Anticipatory
Reactive
Crisis
Let’s start the change process
OK, we must to change
We better start to change

20. CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
Strategic
Performance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
Things are
going well.
Do we really
need to
change?
Can we
experiment?
Anticipatory
Reactive
Crisis

21. CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
Strategic
Performance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
Anticipatory
Reactive
Crisis
What needs
to change?
Where do we
start?
Can we find
an early win?

22. CHANGE MANAGEMENT
www.transportlearning.net
The Change Curve
Good
Poor
Strategic
Performance
Time
Source: Nick Fry and Peter Killing, Strategic Analysis and Action,
Fourth Edition, Prentice Hall Canada, 2000
Anticipatory
Reactive
Crisis
We need to
move fast.
Who can I
Trust?
Where do we
start?

23. CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3.Triggers for change
4. Wrap – Up: Quick Scan on readiness for change

24. CHANGE MANAGEMENT
www.transportlearning.net
L ead an d
co m m u n icate
ch an g e
Evaluate,
consolidate
and
institutionaliz
e new
approaches
Produce more
change
Ensure Resources for
short term projects
and wins
Implement new
instruments
and demonstrative
projects
Leadership
and Coalition
of Partners
Create a Sense of
Urgency for change
Empower staff and
stakeholders to act
on the vision
Create a Vision
and Strategy
TRIGGERS FOR CHANGE

25. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE IN THE MOBILITY COVENANT
CASE IN FLANDERS
• New regulation and
procedures: the mobility
covenant
• Ensured resources for
demonstrative projects
• Continued committed
leadership and strong coalition
of partners
• Taskforce to steer and
evaluate progress
• Consolidation and
institutionalisation of system
• Affected new programs

26. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE IN THE KOSOVO CASE
• European Partnership
Action Plan
• Priority Actions
• Capacity Building
projects
• Additional Resources
• Monitoring Progress

27. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 1: Create a common sense of urgency
• Identify and discuss anticipation to potential crises or looming crises,
or major opportunities for change on objective and on emotional
grounds
• Examine market and competitive realities
• Formulate the “why to change”
• Refer to leading and peer scientific research / models / best practice

28. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 2: Form a Powerful Leadership & Coalition of
Partners
• Assemble a group with enough and potential power to lead the change
effort
• Encourage the group to work together as a team
• Seek strategic partners outside your organisation

29. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 3: Create a Vision and Strategy
• Create a vision to help direct the change effort
• Develop strategies for achieving that vision
• Define demonstrative actions

30. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 4 : Empower staff and stakeholders to act on the
Vision
• Change systems, structures that seriously undermine the vision
• Encourage risk taking and non-traditional ideas, activities and actions
• Get rid of obstacles and routines that adverse change
• Facilitate new behaviours by the example of the guiding coalition and
example

31. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 5 : Ensure resources for Short-term Projects and
Wins
• Ensure budgets and human resources for demonstrative and innovative
projects that have proven to be successful in other countries
• Ensure budgets and committed staff to initiate risk projects
• Hire and promote employees who can implement the vision.(in case you
don’t find them within your organisation, hire expertise for change from
outside)

32. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 6 : Implement Demonstrative Projects and
Instruments
• Plan for publicly visible improvements
• Facilitate and create those improvements and projects
• Encourage demonstrative projects
• Recognise and reward employees involved in the improvements

33. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 7 : Evaluate, Consolidate and Institutionalise New
Approaches, Produce More Change
• Use your increased credibility to change policies, structures and
routines that don’t fit the vision
• Reinvigorate the process with new projects, themes and change agents
• Articulate the connections between the new behaviours and corporate
success

34. CHANGE MANAGEMENT
www.transportlearning.net
TRIGGERS FOR CHANGE
• Trigger 8 : Lead and communicate the
change process
• Use every vehicle possible to communicate the
new vision and strategies
• Your change agents and change agents in
waiting are the people you rely on
• Mixed approach to the hesitating and the pro-
active resistors.
• The group of the defensive resistors should not
be targeted
PRO-ACTIVE
RESISTORS
DEFENSIVE
RESISTORS
BYSTANDERS
CHANGE
AGENTS
CHANGE
AGENTS
IN
WAITING
Actively
Against
Neutral Strongly
Supportive
Yes
No
Have
necessary
attitude and
skills for
proposed
change
Commitment to Proposed Change

35. CHANGE MANAGEMENT
www.transportlearning.net
The 4 communicative approaches for change
Cognitive approach: objective data to convince the ‘rationalist’
Learning approach: Training and guidance on best and promising
practices to convince the ‘learning’
Conversational approach: maintain conversational interaction
with stakeholders to convince the ‘willing’
Coercise approach to the active resistors and non -willing

36. CHANGE MANAGEMENT
www.transportlearning.net
STRUCTURE OF THE TRAINING
1. Psychology of change
2. Why change? Drivers to change
3. Triggers for change
4.Wrap – Up: Quick Scan on readiness for
change

37. CHANGE MANAGEMENT
www.transportlearning.net
WRAP UP
• Change management involves both generating and
directing the needed changes in an organisation and
mastering the drivers / dynamics of change by organizing,
implementing and supporting the triggers for change

38. CHANGE MANAGEMENT
www.transportlearning.net
THE CONTENT
the WHAT of
change
THE PROCESS
The HOW to
Change
THE CONTEXT
The WHY of
Change
Crafting Change