Here are some examples of irrational ideas that can make us upset: - If something goes wrong, it's a catastrophe. - I must be loved and approved by everyone. - Things must go the way I want them to, or else it's intolerable. - People should always do the right thing, and they shouldn't make mistakes. - My unhappiness is caused by outside things and events, not my own thoughts. - I can't stand to feel anxious or unsure about anything. - There's always a right and exact solution to problems, and I should quickly find it. - It's awful and unacceptable when things are uncertain or unpredictable. By identifying and challenging these types of

1. Managing Change
Effectively

2. What will you learn
At the end of this session you will learn to:
 Understand change dynamics better
 Cope better with change, with yourself and
others
 Deal with the negativity caused by change
 Use change for your advantage
 Find out how to feel in control when you are
clearly out of control.

3. Topics
 Getting Started  Unfreezing
 Why is it so hard?  I think therefore I am
 How do you react to change  Garbage In Garbage Out
 When “I Can’t” takes over  Irrational Ideas
 “We’ve always done it that way”  Changing
 The First Step Changing the way you

 Why is it important to manage change think
 What does change  Challenging Irrational
management mean? Ideas
 Moving out of the  Unfreezing – Changing –
comfort zone Refreezing – Making a
 The Transition Process commitment
 Print and Keep

4. Getting Started

5. Why is it so hard?
Why do we tend to view change as negative?

6. Why is it so hard?
Changes Can Cause:
 Doubt
 Confusion
 Uncertainty
 Anxiety
 Isolation
 Resistance
 Lack of Motivation
 Feelings of Being:
 Out of control
 Overwhelmed
 Unable
 Without choice

7. How do you react to change
Reactions can happen on 3 levels
1. Thought – What you think about the new situation.
For e.g. Perceived control over the outcomes
2. Behaviour – How you behave when faced with the
new situation. For e.g. Excited, Irritable, Crying,
Anger
3. Feelings – How you feel when faced with a new
situation. For e.g. Capable, Confident, Scared,
Worried

8. Two types of reactions
 I Can
 I Can’t

9. When “I Can’t” takes over
 Fear
 Frustration
 Irritability
 Inconsistency
 Rigidity
 Resistance
 Compulsivity

10. When “I Can’t” takes over
 I can't do it
 I can't deal with it
 I can't get it all done
 I can't imagine it
 I can't learn it
 I can't get it
 I can't handle it
 It's not possible
 It will never work

11. We've always done it that way
The fish baking story
A little girl was watching her mother prepare a fish for dinner. Her mother cut the
head and tail off the fish and then placed it into a baking pan. The little girl asked
her mother why she cut the head and tail off the fish. Her mother thought for a
while and then said, "I've always done it that way - that's how babicka (Czech for
grandma) did it."
Not satisfied with the answer, the little girl went to visit her grandma to find out
why she cut the head and tail off the fish before baking it.
Grandma thought for a while and replied, "I don't know. My mother always did it
that way."
So the little girl and the grandma went to visit great grandma to find ask if she
knew the answer.
Great grandma thought for a while and said, “Because my baking pan was too
small to fit in the whole fish”.
(Ack M Hamanova)

12. Ringing in the new
 The world is changing rapidly
 Ideas or methods that have worked in the past need not
necessarily work any more
 Methods may need frequent reviewing to ensure that
they are still valid
 It is important to understand why something is being
done rather than blindly following an established pattern

13. The First Step

14. Why is it important to learn to
manage change?
Throughout history, people who became attached to how things
were, had difficulty imagining how life could be . . .
Rail travel at high speeds is not possible because passengers, unable to
breathe, would die of asphyxia."
Dionysius Lardner - English Scientist (1793-1859)
"While theoretically and technically television may be feasible, commercially and
financially I consider it an impossibility"
Lee DeForest - American Inventory (1873-1961)
"I think there is a world market for maybe five computers."
Thomas Watson, Chairman of IBM in 1943

15. Why is it important to learn to
manage change? (contd…)
Change is inevitable
Look around you, is everything around you just the way it
was a few years ago?
Sometimes changes are small and at other times they have
larger implications. In either case if we don’t move, we
get left behind.

16. Remember
“A tortoise on the move
can overtake even the
fastest hare if that
hare stands still”

17. What does change management mean
The making of changes in a planned, managed and systematic
fashion.
A very useful framework for thinking about the change
process is problem solving. Managing change is seen as a
matter of moving from one state to another, specifically, from
the problem state to the solved state.
Diagnosis or problem analysis is generally acknowledged as
essential.
Goals are set and achieved at various levels and in various
areas or functions.
Ends and means are discussed and related to one another.
Careful planning is accompanied by efforts to obtain buy-in,
support and commitment. The net effect is a transition from
one state to another in a planned, orderly fashion. This is the
planned change model

18. Moving out of the comfort zone
Moving out of what we
are comfortable doing
or where we are
comfortable staying
can be frightening

19. Moving out of the comfort zone
 Comfort zones are directly related to our dreams or
goals.
 In order to grow and change, we must first be discontent
with our current comfort zone.
 To change to different life style, establishing a business,
or succeeding at a challenging project, we must realize
that all meaningful and lasting changes occur first in
daydreaming (fantasizing) and then they work their way
into reality.
 If we clearly and vividly imagine ourselves being and
having the things we truly want, we will create a new
picture of ourselves.
 The old comfort zone, in time, will be unacceptable and
we will find ways to acquire the new.

20. Change V/S Transition

21. Change V/S Transition
Change is situational
e.g. New boss, new roles, new policy etc
Transition is the psychological process people go through to
come to terms with new situations
Change is External, Transition is Internal

22. The Transition Process

23. The Transition Process
 Unfreezing
 Changing
 Refreezing

24. Unfreezing

25. I think therefore I am
- Rene Descartes
Our thoughts influence our feelings.
If you think people won't like you, you
feel disappointed and withdraw
socially.
If you think nothing will work out well
for you, you feel sad or passive
and won't try.
If you think you must have help to do
something, you may feel
inadequate and be dependent.
If you think you are stupid and
incompetent, you may feel
worthless and be indecisive and
self-critical.
No doubt there are connections
between thoughts and feelings
and/or actions.

26. Garbage In Garbage Out
Garbage In Garbage Out - GIGO
Garbage In, Garbage Out (abbreviated to GIGO) is an
aphorism in the field of computer science. It refers to the
fact that computers, unlike humans, will unquestioningly
process the most nonsensical of input data and produce
nonsensical output.
GIGO is usually said in response to users who complain that a program
did not "do the right thing" when given imperfect input. The first
example of this was probably cited by Charles Babbage, inventor of
the first programmable device who said "On two occasions I have
been asked, 'Pray, Mr. Babbage, if you put into the machine wrong
figures, will the right answers come out?'

27. GIGO
It is also commonly used to describe failures in human decision
making due to faulty, incomplete, or imprecise data.
You will not do it
I can't do it
You will not deal
I can't deal with it
with it
I can't get it all
You will not get it
done
all done
I can't imagine it
You won’t imagine
I can't learn it
it
I can't get it
You will not learn it
I can't handle it
You won’t get it
It's not possible
You won’t handle it
It will never work
It's not possible
It will never work

28. What kind of ideas are irrational and
make us upset
There are hundreds of such ideas which transform, for
some people, life's ordinary disappointments into terrible,
awful catastrophes.
We talk ourselves into emotional traumas; yet, the upset
person thinks the external events, not his/her thoughts,
are upsetting him/her.
This mental process "awfulizing" or "catastrophizing."

29. Until recently it was thought that only 10 or 12
common irrational ideas caused most of human
misery (Ellis & Harper, 1975). Now, it is thought
that there are thousands of misery-causing false
ideas (Ellis, 1987), a few of them are very
obviously irrational but many are subtle and
more convincing (but still wrong). As these ideas
are described, think about your own thoughts,
attitudes, and self-talk. To what extent do you
think this way?

30. Some examples of Irrational
Ideas
 I should always be able, successful,
and "on top of things" (if I'm not, I'm an
inadequate, incompetent, hopeless
failure).
 When things do not go the way I
wanted and planned, it is terrible and I
am, of course, going to get very
disturbed. I can't stand it!
 Things have been this way so long, I
can't do anything about these
problems now.
 External events, such as other people,
a chaotic work environment, or bad
luck, cause most of my unhappiness.
Furthermore, I don't have any control
over these external factors, so I can't
do anything about my misery

31. Changing

32. Changing the way you think
 As a man thinketh, so is he.
-The Bible
 Men are not worried by things, but by
their ideas about things. When we
meet difficulties, become anxious or
troubled, let us not blame others, but
rather ourselves, that is: our idea
about things.
-Epictetus, about 60 AD
 It is very obvious that we are not
influenced by "facts" but by our
interpretation of the facts.
-Alfred Adler

33. Changing the way you think
We emotionally respond at any moment depends on our
interpretations--our views, our beliefs, our thoughts--of the situation.
In other words, the things we think and say to ourselves, not what
actually happens to us, cause our positive or negative emotions.
Thus, as Albert Ellis (1987) would say, "Humans largely disturb
themselves... your own unreasonable, irrational ideas make you
severely anxious, depressed, self-hating, enraged, and self-pitying
about virtually anything--yes, virtually anything." This is a very old
idea.

34. Challenging Irrational Ideas
This involves persuasion,
arguments, logic, and
education--essentially
insisting that you be
rational and scientific.

35. Changing
Instead of insisting that things must or should be different, instead of demanding
perfection, instead of feeling helpless, instead of denying reality, there are better
attitudes you can adopt
 Accept reality: Say to yourself, "It would have been better if ________ hadn't
happened, but it's not awful, it was lawful." Or, "That's the way it is. I'll make the
best of it."
 Learn from past failures how to improve the future: "It didn't happen even though I
wanted it to. So, now I'll get down to work and plan how to make things work out
better next time.
 Accept responsibility for your feelings: "No one can make me feel any way. But, I
can change how I feel. Okay, I can't be perfect, I'll just do my best and stop
beating myself." "I" statements remind us that we alone are responsible for our
feelings
 Realize that worry is useless: "All this fretting isn't doing any good. I'll make a
plan--and see if that works." "I've worried about this matter long enough; worry
isn't doing any good.
 Tell yourself that it is better to face facts than live a lie: "I'm not going to handle
this situation well unless I am realistic. I need to see my faults. I need to consider
long-range goals as well as having fun today." Remember Laing's suggestion to
check out your hunches about what others are feeling and thinking

36.  Recognize the difference between
a fact and an inference:
 When you draw conclusions (especially ones
that upset you), ask "What are the facts for
and against this conclusion?"
 Challenge your illogical thinking:
 Question false conclusions
 Question your overgeneralizations
 Counter self-put-down messages
which hold you back:

37. All of us have in-built abilities to deal with various situations in our life. As
we grow we learn to adapt with the inevitable changes that we face.
Sometimes changes can be so overwhelming that we do see or evaluate
the qualities that we have that can actually guide and empower through
any new situations
It’s actually all there, we just need to look.

38. If you think you can… You
will!!
If You Think
If you think you are beaten you are;
If you think you dare not, you don't;
If you want to win but think you can't;
It's almost a cinch you won't.
If you think you'll lose you're lost;
For out of the world we find
Success begins with a fellow's will;
It's all in a state of mind.
Life's battles don't always go
To the stronger and faster man,
But sooner or later the man who wins
Is the man who thinks he can.

39. Unfreezing – Changing -
Refreezing

40. Unfreezing – Changing – Refreezing
– Making a commitment
Activity 5
Answer these 3 questions:
• What are you going to try and achieve (Unfreezing)
• How will you know when you have achieved it?
(Refreezing)
• What will you do to make that happen? (Changing)

41. The first task of Transition Management is to
convince yourself to leave home
The first task of Change Management is to understand
the destination and then how to get there

42. And Finally…
Don’t forget…
Its all about perspective