The document outlines principles of change management for organizations undergoing change. It discusses that change is an ongoing process that impacts people on both individual and group levels. It also identifies reasons for change, including internal pressures to improve and external factors like new laws. A five step process is presented to manage change: build urgency, create a clear vision of the future, ensure the right people are involved, have clear actions and expectations, and lead the change from the top with integrity and communication. People are identified as the key to successful change management.

1. Principles of Change Management Created for Underground Vaults & Storage, Inc. 09/2009

2. What is change? Think of a significant change at work that has affected you in the past. What were the reasons? What was the purpose/goal? What happened and why? What was your role in the change? How did that change impact you and how did you feel? What would you have done differently?

3. Principles of Change Change is ongoing, not a one time event People don’t resist change, we resist being changed Change is both group and individual Stability helps coping and working through change Change-oriented culture encourages experimentation and tolerates mistakes Leadership is critical in modeling and promoting change

4. Why change? Internal pressures Need for improved performance Need for integration and collaboration Power and political changes Changes in surrounding organizations External pressures Power and political changes Laws and regulations Outdated technologies

5. 5 Steps to Manage Change Physically Build A Clear Sense of Urgency Create A Clear Future People are the Key Have Clear Actions and Expectations Change Begins with You

6. Build A Clear Sense of Urgency Create a crisis/rivalry Find/develop a burning issue Revise existing or make new standards Get an outside opinion Create the belief that “we can do better” Let them be part of the solution Form a task force group with shared understanding, right attitudes, and access to necessary resources

7. Create a Clear Future Show people how the vision will contribute to their development, security, and work experience Vision for the future helps to direct the change effort and coordinate both inside and outside the organization Strategy must be developed to execute the vision Engages people through participating People get excited Helps create more stable environment

8. Create A Clear Future Express why you personally believe in the change Communicate How What Who Listen to people as well “Coming together is a beginning, staying together is progress, and working together is success.” ~Henry Ford

9. People are the Key Make sure the right people (skills, attitudes, behaviors) are on board Address and reduce the fears that will naturally exist in your group People will complain – understand if it is just for the sake of complaining or if they have legitimate concerns Give people ample time to take action, make decisions, and ask questions Be empathetic (understand without judging)

10. People are the Key Levels of emotions during change process Denial It won’t happen to me; it will go back to business as usual; low productivity Resistance Why should I? I have worked so hard… Exploration Okay, I will try it Commitment Focus on the future, have a clear sense of their role in the process

11. Have Clear Actions and Expectations Relate expectations to strategic plan Chart progress if change is big enough Communicate openly and honestly Constantly be aware of behavior-based communications – “What you do in the hallway is more powerful than anything you say in the meeting room.” ~Sue Swenson In the absence of information, people fill in gaps with information of their own, which is usually worse than reality.

12. Change Begins with You Lead with integrity One of the most important variables Communicate Often, accurately, with conviction Challenge We can do it better, don’t accept status quo Manage Consistently guide to new priorities and values rather than rumors and myths Influence Model your expectation Be accessible, open, and a rock for them to rely on

13. Closing Thoughts CHARLES DUBOIS : “The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” GENERAL ERIC SHINSEKI : “If you don't like change, you're going to like irrelevance even less.” GEORG C. LICHTENBERG : “I cannot say whether things will get better if we change; what I can say is they must change if they are to get better.” JOHN F. KENNEDY : “Change is the law of life. And those who look only to the past or present are certain to miss the future.”