In this module, participants will be introduced to the contributing factors for implementing a successful change management initiative within an organization. By the end of this module, participants will be able to create a draft change management strategy and plan.

1. Managing
Change
PARTICIPANT
GUIDE

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Managing Change Course Overview
In this module, participants will be introduced to the contributing factors for implementing a
successful change management initiative within an organization. By the end of this module,
participants will be able to create a draft change management strategy and plan.
AGENDA
Meeting Setup & Group
Introductions
20 minutes
Managing Change 10 minutes
Change Factors 20 minutes
Change Levels 20 minutes
Change Curve 30 minutes
Change Resistance 15 minutes
Change Strategy 40 minutes
Wrap Up 5 minutes
Total 160 minutes
LEARNING OBJECTIVES
 Describe the influence Hard Factors and People Factors have on enacting a change
initiative.
 Define the impact of the three change levels within a change management strategy
and plan.
 Evaluate the four stages of the Change Curve in order to mitigate change resistance
during a change initiative.
 Create a plan to reduce employee change resistance by addressing core psychological
and emotional factors.
 Develop a change management strategy and plan to implement a department change
initiative utilizing the four change management principles.
PARTICIPANT GUIDE ICONS
Chart Individual Activity
Response
Question
Role Play Activity
Notes Video Activity
Group Activity Important

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Managing Change Course Overview
To ensure success, the enterprise must respond to changes in the market. Managers help
support enterprise success by implementing the competitive strategies that senior leaders
create. This requires that managers remain agile as they move their teams toward achieving
common goals. A main determinant of how successful a strategy will execute is directly related
to how well managers can implement change at the department level.
There are four components to consider when creating a change strategy, the change
management plan, and then managing change to ensure success. After reviewing each of the
four levels, you will have a strong foundation for creating a change strategy, plan, and then
managing the rollout. Then, briefly review each of the four change factors.

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Change Factors
When dealing with change, we as leaders need to consider both hard factors and people
factors in order to succeed.
Hard
Factors
Hard factors are those elements that can be formally defined, implemented, or
otherwise affect the functioning of the enterprise’s processes. There are
always hard factors that shape the environment of every organization. Hard
factors include:
 Physical assets or activities such as location, furniture, construction
 Technology such as new equipment, new software, network upgrades
 Processes and systems such as department shift scheduling,
department direction, project milestones and deliverables, billing
procedures
People
Factors
People factors are the elements within the enterprise that are difficult to
design and define. People factors include:
 Organizational culture
 Management and leadership styles
 People and qualifications
 Informal relationships
 Teamwork
 Social interaction
 Shared values
When planning a change initiative, managers need to consider how to help
team members embrace and adopt the change in their day-to-day work.
Review and Respond
Typically, people factors are the hardest to manage during a change initiative. What are some
strategies you’ve used in the past to help manage people factors during a change initiative? If
these strategies were effective, why were they effective?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Change Levels
Large change initiatives occur at three different levels. When creating change management
strategy and plans, we as leaders need to identify strategies for moving people and processes
through each level in order to mitigate resistance and failure points. Each level of change
management increases in difficulty; thus, planning must begin well in advance of executing the
change plan. When drafting a change management strategy, always consider the scale of the
change in order to identify whom within the organization will be affected.
Individual
Change
Management
Individual change management, also called “people change
management,” requires an understanding of how people experience
change and the support they will need to adapt to the change
successfully.
Initiative Change
Management
Initiative change, also called “process change management,” typically
involves large projects that will impact hundreds or thousands of
people within an organization.
Enterprise-Wide
Management
Enterprise change management involves a holistic change of an entire
organization. Usually, this type of change occurs when an organization
needs to create drastic competitive differentiation in order to
effectively adapt to the ever-changing competitive landscape.
Review and Respond
A team of 20 people must use an iPhone app to submit their expense statements. Previously
they used paper forms.
A. Individual Process Change
B. Initiative Process Change
C. Enterprise-Wide Process Change
Three business units will be combined in order to gain efficiencies. Employee job duties will not
change; however, two Managers will transition out of the department.
A. Individual Process Change
B. Individual People Change
C. Initiative Process Change
A boutique marketing firm will add a new product offering designed to help their clients
enhance social media presence. All 50 employees must learn several new skillsets and
processes in order for the firm to remain competitive.
A. Individual
B. Initiative
C. Enterprise-Wide

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Change Curve
People react to change similarly to how they process grief. Our job as leaders is to you can
make their journey through the stages easier. The faster that we can help our employees adjust
to change, the faster productivity returns to normal. The Change Curve is partially the work of
psychiatrist Elisabeth Kübler-Ross and describes the stages employees experience.
Stage 1
Status Quo
Team members may be in shock about the proposed change. They
might convince themselves that there won’t be any change. They’ll
need your help to understand what is happening, so effective
communication is crucial. Be clear about where people can go for
information and help. Answer questions as they crop up so that people
feel secure.
Stage 2
Disruption
Stage 2 is the “danger zone” where feelings of anger, fear and
resentment may lead some people to resist the change, both actively
and passively. Make sure you’re prepared for this stage so you can
make it as painless and short-lived as possible. You can’t anticipate
exactly how each person will react, so watch, listen, and support as
necessary.
Stage 3
Exploration
Stage 3 is the turning point for individuals and for the organization.
Your people are starting to accept what’s happening. They’ll still need
to test out what’s going on, so give them time to do so. Remind them
that you’re available to answer questions and to help them if they need
it.
Stage 4
Rebuilding
Stage 4 is when team members start to commit to the new way of
doing things and success is now in sight. The changes are starting to
become second nature for everyone. Employees can see the benefits to
the team, the department, and to the organization. This is the time to
celebrate with them. This is important! Your people will find it much
easier to cope with change next time if they can remember this sense
of satisfaction and reward.

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Change Curve
Review and Respond
Responses to change are personal and vary by person. However, as leaders we have helped our
employees and peers move through each of the four Change Curve stages. List some techniques
you’ve used to help others move through the Change Curve.
In Stage 01 Status Quo, employees are typically in a state of shock, denial, or both. As their
leader, you will need to communicate information to help them move to the next stage. Create
a list of three communication methods you could use to help communicate information to your
team.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
In Stage 02 Disruption, employees typically experience anger and fear. As their leader, you will
need to watch their behavior, listen to what they’re communicating, and then support them as
needed. Create a list of three actions you can employ to help your team move to the next stage.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
In Stage 03 Exploration, employees are starting to accept that the change is real and that it’s
time to adapt. What are three options you can do to help your team explore and test the
boundaries of the new change initiative?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Once your employees move into Stage 04 Rebuilding, they have gained commitment to the
change initiative and productivity will increase. What are three ways to celebrate success with
your team?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Change Resistance
For some employees, major change can be traumatic. They are used to their routines, proud of
their expertise, fear being undermined if things change, or that their jobs are at risk. Ultimately,
there are three main reasons why people are resistant to change—fear, lack of trust, and
personal factors.
Fear
Employees may fear that they are going to lose something (schedule
priority, seniority, etc.) or fear that they will feel incompetent because
they need to learn how to perform at a different level.
Lack of Trust
Some employees may distrust their manager, supervisor or the
enterprise. They might distrust their personal abilities (self-efficacy) or
do not believe that the change initiative will succeed.
Personal
Stability
Employees may resist change if they believe the change will negatively
affect their finances and their familiar work tasks or routines. Some
employees may believe that their age and ability to adapt will hinder
them in some way. Others may feel that the change will affect their
social status (this is particularly problematic for employees who will
experience a title change).
Review and Respond
Reflect on a change initiative you’ve supported in the past. What strategies have you used to
help your employees overcome fear, lack of trust, and concerns over personal stability?
Fear
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Lack of Trust
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Personal Stability
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Change Strategy
Define the Initiative or Enterprise Change
Working as a group, identify an upcoming initiative or enterprise change that will affect
employees within your department.
Define the Initiative or Enterprise Change (brief description, strategic objective, and
approximate start/go-live dates).
______________________________________________________________________________
______________________________________________________________________________
Describe areas of change resistance. What employee reactions do you anticipate? Why do
you anticipate that employees will resist the change? How will you address reactions that are
rooted in fear, lack of trust, and concerns for personal stability?
______________________________________________________________________________
______________________________________________________________________________
Change Curve Action Plan
Prepare an action plan that will help move your employees through stages 1-4 of the Change
Curve. Define how you as leaders will address change resistance.
Stage 1 Status Quo
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Stage 2 Disruption
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Stage 3 Exploration
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Stage 4 Rebuilding
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

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Change Strategy
Change Initiative Timeline
Use the lines below to map out the Change Initiative Timeline. Key milestones to include are
communication dates to notify employees of the upcoming change, question and answer
sessions, and general wellness check-in meetings with employees. Space is provided for three
phases although you may need more depending on the complexity of the change initiative.
Phase 01
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Phase 02
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Phase 03
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Change Management Strategy and Plan Validation
Given reactions you’ve experienced from employees in the past, is this a realistic timeline to
help them adjust to the change and move through each stage of the Change Curve? What steps
can the leadership team take to validate that the change timeline is realistic given that human
behavior is unpredictable?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

12. APENDIX
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The Change Curve Video Transcript
YouTube Video URL: https://youtu.be/J88aaHWXeaM
Produced by MindToolsVideos Sep 19, 2018
Every organization must change if it’s to grow and continue to be successful. But implementing
change is rarely easy. People are used to their routines. They may be proud of their expertise,
and fear being undermined if things change. Or, worse, they may feel their job is at risk. And a
major change can be genuinely traumatic for some. So how can you help your team members
accept, and even embrace, change? People tend to go through a series of reactions to change
that are similar to the stages of dealing with grief. You can’t stop them doing this entirely, but
you can make their journey through the stages easier, and therefore establish your change
more quickly. The Change Curve describes these stages. It’s partly based on the work of
psychiatrist Elisabeth Kübler-Ross.
At Stage 1, team members may be in shock about the proposed change. They might even
convince themselves that there won’t really be any change. They’ll need your help to
understand what is happening, so effective communication is crucial. Be clear about where
people can go for information and help. Answer questions as they crop up so that people feel
secure.
Stage 2 is the “danger zone” where feelings of anger, fear and resentment may lead some
people to resist the change, both actively and passively. Make sure you’re prepared for this
stage, so you can make it as painless and short-lived as possible. But beware: you can’t
anticipate exactly how each person will react, so watch, listen and support as necessary.
Stage 3 is the turning point, for individuals and for the organization. Your people are starting to
accept what’s happening. They’ll still need to test out what’s going on, so give them time to do
so.
Stage 4 is when team members start to commit to the new way of doing things. Success is now
in sight. The changes are starting to become second nature for everyone. And they can see the
benefits to the team and to the organization. Now’s the time to celebrate with them. This is
important! Your people will find it much easier to cope with change next time if they can
remember this sense of satisfaction and reward.
For more information about the Change Curve, see the article that accompanies this video.
Additional Information
To learn more about the Change Curve, see the article at www.mindtools.com/changecurve.
The prospect of change in an organization can be daunting for many. Ingrained ways of working
and fear of what the change might mean for your people can mean that they will try to resist it.
But it doesn't have to be this way. With careful management, you can minimize any negative
impact your planned change might have on your team and you can help your people adapt to it
quickly and effectively.

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MANAGING CHANGE PARTICIPANT GUIDE APPENDIX
Creating a Change Management Plan and Strategy Case
Studies
The case studies below can be used create a change management plan and
strategy.
Individual Process Change
A team of 20 people must use an iPhone app to submit their expense statements. Previously
they used paper forms. What change management action steps and strategy will you use for
this Individual Process change?
Individual People Change
Three business units will be combined in order to gain efficiencies. Employee job duties will not
change; however, two Managers will transition out of the department. What change
management action steps and strategy will you use for this Individual People change? How will
you manage the employees’ emotional reactions to the change? How will you address the
needs and emotional reactions of the two Managers who are transitioning out of the
department?
Enterprise-Wide Change
A boutique marketing firm will add a new product offering designed to help their clients
enhance social media presence. All 50 employees must learn several new skillsets and
processes in order for the firm to remain competitive. What change management action steps
and strategy will you use for this Enterprise-Wide change initiative?