Dealing with change can be hard for some people. We each have our own perspective on the impact of change--hard or easy. There are endings, transitions, and new beginnings. We think about the technical things that change, but the emotional aspects are often over-looked leaving employees floundering on how to move forward productively.
When Kodak was faced with a number of large organizational changes, they did a broad company initiative to help prepare employees and leaders for how to navigate change as gracefully as possible. Amy Friend was part of the team that delivered training to Kodak's Global Service and Support organization.
Amy Friend presented several workshops for the STC Spectrum Conference, NYS Nutrition Conference, and American Society for Quality (ASQ).
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt. She presents and publishes often on applying quality practices to service, technical communications, and learning.
This document provides an overview and objectives of a lecture on change management. It discusses what change is, the emotions people experience during change, and models for managing the change process. The Kubler-Ross change curve is explained, outlining the typical stages of shock, denial, anxiety, apathy, exploring opportunities, and welcoming change. Tools for analyzing the current state, desired future state, and driving change are also introduced.
- John Kotter is a professor at Harvard Business School and is regarded as a leading authority on leadership and change. He is known for his books on change management processes.
- In his latest book, A Sense of Urgency, Kotter discusses the importance of establishing a true sense of urgency for change initiatives, which he identifies as the most challenging step. The book addresses how to create and sustain urgency within an organization.
- Kotter believes that ideas about urgency are applicable across different organizations regardless of size, culture, or geography. However, establishing urgency may be more difficult in larger, more established companies.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
The document discusses career changes and how to effectively manage change in the workplace. It notes that the average person today experiences 5-7 career changes due to various reasons like job dissatisfaction, redundancy, or realigning values. When major life changes occur like career changes, it can cause stress and potential health issues depending on how well one adapts to change. The document provides tips for leaders to effectively manage change in the workplace such as setting expectations that change is inevitable, understanding how changes will affect employees, communicating changes sincerely, embracing that people progress through stages when adapting to change, and addressing any undermining behaviors. It emphasizes the importance of communication, empathy, and allowing people time to adjust to changes.
16 MANAGING CHANGE AND STRESS How Can You Apply OB and Show What Y.docxfelicidaddinwoodie
This document discusses forces for organizational change, including both internal and external forces. It describes major external forces such as demographic changes, technological advancements, market/shareholder changes, and social/political pressures. It also discusses internal forces including human resource problems, such as low job satisfaction or strikes, and managerial decisions that can drive change. The document provides many examples to illustrate these different forces for change and their impact on organizations.
short-questions/11.jpg
short-questions/Chapter.pdf
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant fac.
The document summarizes Kubler-Ross's five stages of grief: denial, anger, bargaining, depression, and acceptance. These stages describe common reactions that people experience when facing change or loss. While originally developed to understand patient responses to terminal illness, the five stages model has been widely applied to coping with any kind of significant change or loss. People may revisit earlier stages multiple times and experience different stages simultaneously when adjusting to change.
Adapting to change generic format - 031510Andrew Berman
An overview of the impact of change which contains several models for helping individuals and organizations effectively navigate the frequent changes we experience.
This document provides an overview and objectives of a lecture on change management. It discusses what change is, the emotions people experience during change, and models for managing the change process. The Kubler-Ross change curve is explained, outlining the typical stages of shock, denial, anxiety, apathy, exploring opportunities, and welcoming change. Tools for analyzing the current state, desired future state, and driving change are also introduced.
- John Kotter is a professor at Harvard Business School and is regarded as a leading authority on leadership and change. He is known for his books on change management processes.
- In his latest book, A Sense of Urgency, Kotter discusses the importance of establishing a true sense of urgency for change initiatives, which he identifies as the most challenging step. The book addresses how to create and sustain urgency within an organization.
- Kotter believes that ideas about urgency are applicable across different organizations regardless of size, culture, or geography. However, establishing urgency may be more difficult in larger, more established companies.
The document describes Dale Emery's model of managing change based on Virginia Satir's change model. It outlines the four stages of change: Late Status Quo, Chaos, Practice and Integration, and New Status Quo. In Chaos, one experiences stress and confusion after a disruption challenges assumptions. Through creativity, one develops a "Transforming Idea" to make sense of the change. During Practice and Integration, one learns new skills until a New Status Quo is reached with a new set of assumptions. The document provides examples and offers suggestions for effectively navigating each stage of change.
The document discusses career changes and how to effectively manage change in the workplace. It notes that the average person today experiences 5-7 career changes due to various reasons like job dissatisfaction, redundancy, or realigning values. When major life changes occur like career changes, it can cause stress and potential health issues depending on how well one adapts to change. The document provides tips for leaders to effectively manage change in the workplace such as setting expectations that change is inevitable, understanding how changes will affect employees, communicating changes sincerely, embracing that people progress through stages when adapting to change, and addressing any undermining behaviors. It emphasizes the importance of communication, empathy, and allowing people time to adjust to changes.
16 MANAGING CHANGE AND STRESS How Can You Apply OB and Show What Y.docxfelicidaddinwoodie
This document discusses forces for organizational change, including both internal and external forces. It describes major external forces such as demographic changes, technological advancements, market/shareholder changes, and social/political pressures. It also discusses internal forces including human resource problems, such as low job satisfaction or strikes, and managerial decisions that can drive change. The document provides many examples to illustrate these different forces for change and their impact on organizations.
short-questions/11.jpg
short-questions/Chapter.pdf
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant fac.
The document summarizes Kubler-Ross's five stages of grief: denial, anger, bargaining, depression, and acceptance. These stages describe common reactions that people experience when facing change or loss. While originally developed to understand patient responses to terminal illness, the five stages model has been widely applied to coping with any kind of significant change or loss. People may revisit earlier stages multiple times and experience different stages simultaneously when adjusting to change.
Adapting to change generic format - 031510Andrew Berman
An overview of the impact of change which contains several models for helping individuals and organizations effectively navigate the frequent changes we experience.
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
Chapter One Valuing Diversity 1 Chapter One Valuin.docxjoyjonna282
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant factor in today’s workplace, many of us perceive
change t ...
Positive Change Maker Interview: Mark Shayler Michael Kurz
This document introduces Mark Shayler, who helps people and organizations innovate more sustainable products and services through workshops and a book. He has seen his own transformation from focusing on sustainability to helping others find their voice and move beyond constraining beliefs. Mark believes that as people change and empower themselves, others may reject the new self, seeing it as too powerful. He credits a mentor who created a safe space for growth as most influencing his journey. Mark currently finds environmental awareness, views of health, and mindfulness as particularly inspiring changes.
For this assignment, read the Case Study and write a 2-3 page .docxbudbarber38650
For this assignment, read the Case Study and write a 2-3 page paper in APA format (with a proper cover page, well-organized paper with source citations, and an APA reference list—which do not count towards the page count requirement) answering all three of the questions.
Your responses must be supplemented with research from the text, CDC, NIH, and other quality sources to determine answers and solutions.
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations.
The document discusses Tuckman's 4 stages of teaming: forming, storming, norming, and performing. In forming, team members begin to familiarize themselves and exchange expectations. Storming is when conflict may arise as roles and procedures are established. Norming occurs as the conflict is resolved and roles are clarified. Finally, in performing, the team works interdependently to achieve goals.
What Is The Purpose Of An Essay - Writing For College 1.2Stacy Taylor
The document provides instructions for using the writing assistance website HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email, 2) Complete an order form with instructions and deadline, 3) Review bids from writers and choose one, 4) Review the completed paper and authorize payment, 5) Request revisions until satisfied. The purpose is to help students get high-quality original papers written by professional writers through a bidding system on the site.
This document is a self-assessment by Artan Limani on managing organizational change. It discusses several perspectives on change, including viewing change from the standpoint of it being done to oneself versus implementing change in an organization. Limani categorizes himself as a pragmatist in his response to change, preferring routine but supporting necessary and beneficial changes. The document references several authors and their views on change, leadership, commitment to change, and coping with resistance to change. It also analyzes statistical data on how resources can help people better cope with changes in organizations.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
Active listening aims to bring about positive changes in people by creating a supportive environment where they feel heard, understood, and able to openly express themselves without fear of judgment or criticism. It involves listening to both the content and underlying feelings of what is said, acknowledging all verbal and nonverbal cues, and reflecting back the speaker's message to confirm understanding without evaluating or advising. By demonstrating genuine interest and respect through attentive listening, the listener conveys acceptance and builds trust, allowing the speaker to gain insight and a more realistic view of themselves. When used consistently, active listening can improve communication, reduce defensiveness and conflict, and have a constructive impact on attitudes within interpersonal and organizational relationships.
Final Report Spring 2017The four reports [values, personality, a.docxAKHIL969626
Final Report Spring 2017
The four reports [values, personality, aptitude and final] are due during your final exam period. Please read the next short paragraph carefully.
During the course of this semester whenever I have covered what I needed to cover in that class period, I stop, I dismiss class and we leave, sometimes a few minutes early. The same thing is going to happen during your final period; all you will be doing is submitting your notes and your four reports. I have no intention of waiting two hours for late guy to show up. I have no idea if many of you are going to show up at all; last week a student showed up I did not recognize him. So I am going to wait no longer than 15 minutes, I am going to dismiss class and leave. Anything turned in after that is late. If your final is at 8 and you think you are going to show up at 9:45 to turn your work in, you get an F in the course.
NO LATE WORK ACCEPTED!!! Please, please, please, for everything good and holy get these papers done immediately and start to print out your notes now. One third of the printers will break when you need them, same with computers, email, and everything else. If you start them early, you give yourself a chance to deal with unforeseen tragedies, illnesses, car malfunctions, your husband pours gas on your kids and lights it, parents with brain tumors, court dates, psychotic breaks, etc. everything. Be smart, protect yourself and get these done.
PLEASE SUBMIT A HARD COPY TO ME – PLEASE DO NOT EMAIL ME YOUR REPORTS. Sorry for the inconvenience, but I have no confidence that my computer is going to live through the semester and I would hate to lose your work because my computer blew up. [the situation has improved, but I still need a hard copy from you].
Final Paper Requirements
The purpose of this paper is for you to discover situations in which you will thrive, succeed and be happy. Here is what I would like to see on your Final Paper.
1. List the purpose of your life.
2. List your top ten values, in order of importance.
3. List the 4 letter code best describes your personality. Which of the four seems to be the strongest traits?
4. List your ten strongest/most important personality traits.
5. Some of the exercises you completed gave you a list of possible occupations it thought you might find interesting. Try to list at least five that made some sense to you.
6. From the Dictionary of Occupational Titles exercise, list the occupation you came up with and its 9 digit code.
7. Being alive means you must deal with people, ideas and things. Please tell me the following:
a. If you do better in big groups, small groups, one on one, or being by yourself.
b. What kind of ideas do you find yourself thinking about? Are they concerned with day to day living, the past or the future? Do they involve other people or abstract concepts such as justice and peace?
c. What kinds of things do you use, interest you or attract you? Money? Technology? Kitchen ...
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
- The document discusses resistance to change in projects and organizations. It provides reasons why people resist change, including fear of losing something valuable, not understanding the change, and difficulty adapting to the pace of change.
- It also discusses what leaders can do to address resistance, such as recognizing early signs, clearly communicating the benefits of change, and ensuring the change process meets people's needs and values. Leaders must gain people's trust and make the journey to change as smooth as possible.
- Managing resistance properly is important for leaders to successfully implement changes and achieve desired outcomes.
Amy S Friend-stc-spectrum-Lickety-Split-Learning-Agile-2014Amy S. Friend
Amy Friend- STC Spectrum, 2014. Amy Friend shares a successful story applying agile principles to the process of instructional design. Amy shares the humbling process to transform learning into an approach that drastically improved business results. This session was presented at STC Spectrum conference in 2014. The concepts still apply in today's workplace. Agile can be applied to more than software and manufacturing. You can apply the concepts to business processes, too. By applying agile to instructional design, Amy and the team were able to reduce time-to-market and cost by over 90%. This enabled this business to refresh their online course catalog and grow!
Amy Friend- STC Spectrum- From Epic to Short Story: A Process to Reduce Cycle...Amy S. Friend
Amy S Friend presented this session for STC Spectrum. The concepts are timeless and still apply for improving business processes. This white paper accompanies the presentation slides. Learn how to analyze your business process to reduce cycle time and improve the value-added time. For more information on this subject, contact Amy Friend at amysfriend.ny@gmail or visit her website at www.amysfriend.com
Amy Friend- From Epic to Short Story: A Process to Reduce Cycle TimesAmy S. Friend
Amy S Friend for STC Spectrum Conference. Reduce the time it takes to do work by analyzing the process and eliminating non-value added time. Cycle time improvement can be applied to business processes to gain results similar to manufacturing.
Amy S Friend- STC- To Err Is Human: Applying Six Sigma Quality to Technical C...Amy S. Friend
Amy Friend - STC Spectrum conference- Six sigma quality concepts are applicable to more than manufacturing. Amy Friend presented this presentation for Technical Communicators at the STC Spectrum Conference. This is the accompanying white paper with the PPT. While the sessions may be dated, the concepts still apply in business processes today. For more information on applying six sigma to non-manufacturing, contact Amy Friend at amysfriend.ny@gmail.com or visit www.amysfried.com
Amy s friend-judyalbers-intrepid-corning-presentation-hr-sept2018Amy S. Friend
Amy Friend and Judy Albers present this session on how Corning modernized their global new employee onboarding using Intrepid to design a learning experience program.
Amy Friend is the Manager of Learning Technology and User Experience at Corning Inc. She and Judy describe the approach and benefits of upgrading to modern digital approaches in learning.
Amy Friend and Intrepid won a Brandon-Hall Excellence Award for the design and results of this learning experience.
Amy S Friend & Jerry Tavormina- Waste Watchers: Applying Lean to Technical Co...Amy S. Friend
The document provides an overview of lean concepts and how to identify and reduce waste in technical communications processes. It defines lean as eliminating waste to optimize flow and value. The three main types of waste are muda (non-value added activities), mura (unevenness), and muri (overburdening work). Examples of each type of waste in technical communications are given. Methods for identifying waste such as process mapping and the 5 principles of lean (value, value stream, flow, pull, perfection) are also outlined.
A Stake in the Ground- A Successful Approach To Estimating and Tracking ProjectsAmy S. Friend
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Get Ready- Tools for Planning a Training Design ProjectAmy S. Friend
Amy Friend and Cindy Parker presented this session to the Society for Technical Communication (STC) Conference in Rochester, NY. This is the white paper from that presentation.
While the date is old, the principles still apply as best practices for effective management of training development projects.
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt.
Amy Friend presents often for STC, the American Society for Quality (ASQ), and the learning field on topics applying quality principles to communications processes.
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
Chapter One Valuing Diversity 1 Chapter One Valuin.docxjoyjonna282
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations are striving
to keep one step ahead of competitors to gain and sustain market share and to
appease the increasingly voracious appetites of customers regarding products and
service delivery. Against this fluid background, the challenge organizations face is
to be able to respond to change in ways that assure survival.5
While change is a constant factor in today’s workplace, many of us perceive
change t ...
Positive Change Maker Interview: Mark Shayler Michael Kurz
This document introduces Mark Shayler, who helps people and organizations innovate more sustainable products and services through workshops and a book. He has seen his own transformation from focusing on sustainability to helping others find their voice and move beyond constraining beliefs. Mark believes that as people change and empower themselves, others may reject the new self, seeing it as too powerful. He credits a mentor who created a safe space for growth as most influencing his journey. Mark currently finds environmental awareness, views of health, and mindfulness as particularly inspiring changes.
For this assignment, read the Case Study and write a 2-3 page .docxbudbarber38650
For this assignment, read the Case Study and write a 2-3 page paper in APA format (with a proper cover page, well-organized paper with source citations, and an APA reference list—which do not count towards the page count requirement) answering all three of the questions.
Your responses must be supplemented with research from the text, CDC, NIH, and other quality sources to determine answers and solutions.
| Chapter One: Valuing Diversity 1
Chapter One: Valuing
Diversity
The wise are as rare as eagles that fly
high in the sky.
Bantu proverb
| Chapter One: Valuing Diversity 2
VALUING DIVERSITY
Chapter Objectives
After reading this chapter, you should be able to:
x know how to value diversity.
x understand what it takes to manage change.
x explain how the right or wrong attitude affects managing
change.
x clarify what it means to embrace diversity.
x see the connection between interrogating my thinking and
valuing diversity
x identify the three approaches to diversity.
x describe what is required for cultural competence.
Chapter One
| Chapter One: Valuing Diversity 3
Introduction
What is Diversity? Organizations use definitions of diversity that are almost as
diverse as the subject itself, but what is clear is that the central theme of ‘valuing
everyone as individuals – as employees, customers, and clients’ extends diversity
beyond what is legislated.
Business exists in competitive and changing markets, which means that all
employees must make significant contributions to business success and add value
in every conceivable manner, but everyone is different, so organizations will need
to be able to harness individual workers’ unique differences and convert them into
competitive advantage.1 When studying organizational phenomena, many
researchers state that employers implicitly assume that employees within
an organization are homogeneous.
Diversity researchers reject this assumption. Their work focuses on
questions that arise when the workforce is acknowledged as a heterogeneous mix
of people with different backgrounds, experiences, values, and identities.2 A
challenge of this type puts a premium on value systems that are inclusive, fair
and ethical. We know from the essential characteristics of the psychological
contract that employees expect their employers to value who they are.3 This is
why effective workplace diversity is so important to enhancing business
performance and, as research evidence shows, is correlated with good people
management.4
According to the change agenda, Managing Diversity: Linking Theory and
Practice to Business Performance Conference foreword by Dianah Worman:
[Type the company name] | Chapter One: Valuing Diversity 4
In the global market place of the twenty-first century, the pace of change in
business practice is considered faster than ever before. Organizations.
The document discusses Tuckman's 4 stages of teaming: forming, storming, norming, and performing. In forming, team members begin to familiarize themselves and exchange expectations. Storming is when conflict may arise as roles and procedures are established. Norming occurs as the conflict is resolved and roles are clarified. Finally, in performing, the team works interdependently to achieve goals.
What Is The Purpose Of An Essay - Writing For College 1.2Stacy Taylor
The document provides instructions for using the writing assistance website HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email, 2) Complete an order form with instructions and deadline, 3) Review bids from writers and choose one, 4) Review the completed paper and authorize payment, 5) Request revisions until satisfied. The purpose is to help students get high-quality original papers written by professional writers through a bidding system on the site.
This document is a self-assessment by Artan Limani on managing organizational change. It discusses several perspectives on change, including viewing change from the standpoint of it being done to oneself versus implementing change in an organization. Limani categorizes himself as a pragmatist in his response to change, preferring routine but supporting necessary and beneficial changes. The document references several authors and their views on change, leadership, commitment to change, and coping with resistance to change. It also analyzes statistical data on how resources can help people better cope with changes in organizations.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
Active listening aims to bring about positive changes in people by creating a supportive environment where they feel heard, understood, and able to openly express themselves without fear of judgment or criticism. It involves listening to both the content and underlying feelings of what is said, acknowledging all verbal and nonverbal cues, and reflecting back the speaker's message to confirm understanding without evaluating or advising. By demonstrating genuine interest and respect through attentive listening, the listener conveys acceptance and builds trust, allowing the speaker to gain insight and a more realistic view of themselves. When used consistently, active listening can improve communication, reduce defensiveness and conflict, and have a constructive impact on attitudes within interpersonal and organizational relationships.
Final Report Spring 2017The four reports [values, personality, a.docxAKHIL969626
Final Report Spring 2017
The four reports [values, personality, aptitude and final] are due during your final exam period. Please read the next short paragraph carefully.
During the course of this semester whenever I have covered what I needed to cover in that class period, I stop, I dismiss class and we leave, sometimes a few minutes early. The same thing is going to happen during your final period; all you will be doing is submitting your notes and your four reports. I have no intention of waiting two hours for late guy to show up. I have no idea if many of you are going to show up at all; last week a student showed up I did not recognize him. So I am going to wait no longer than 15 minutes, I am going to dismiss class and leave. Anything turned in after that is late. If your final is at 8 and you think you are going to show up at 9:45 to turn your work in, you get an F in the course.
NO LATE WORK ACCEPTED!!! Please, please, please, for everything good and holy get these papers done immediately and start to print out your notes now. One third of the printers will break when you need them, same with computers, email, and everything else. If you start them early, you give yourself a chance to deal with unforeseen tragedies, illnesses, car malfunctions, your husband pours gas on your kids and lights it, parents with brain tumors, court dates, psychotic breaks, etc. everything. Be smart, protect yourself and get these done.
PLEASE SUBMIT A HARD COPY TO ME – PLEASE DO NOT EMAIL ME YOUR REPORTS. Sorry for the inconvenience, but I have no confidence that my computer is going to live through the semester and I would hate to lose your work because my computer blew up. [the situation has improved, but I still need a hard copy from you].
Final Paper Requirements
The purpose of this paper is for you to discover situations in which you will thrive, succeed and be happy. Here is what I would like to see on your Final Paper.
1. List the purpose of your life.
2. List your top ten values, in order of importance.
3. List the 4 letter code best describes your personality. Which of the four seems to be the strongest traits?
4. List your ten strongest/most important personality traits.
5. Some of the exercises you completed gave you a list of possible occupations it thought you might find interesting. Try to list at least five that made some sense to you.
6. From the Dictionary of Occupational Titles exercise, list the occupation you came up with and its 9 digit code.
7. Being alive means you must deal with people, ideas and things. Please tell me the following:
a. If you do better in big groups, small groups, one on one, or being by yourself.
b. What kind of ideas do you find yourself thinking about? Are they concerned with day to day living, the past or the future? Do they involve other people or abstract concepts such as justice and peace?
c. What kinds of things do you use, interest you or attract you? Money? Technology? Kitchen ...
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
- The document discusses resistance to change in projects and organizations. It provides reasons why people resist change, including fear of losing something valuable, not understanding the change, and difficulty adapting to the pace of change.
- It also discusses what leaders can do to address resistance, such as recognizing early signs, clearly communicating the benefits of change, and ensuring the change process meets people's needs and values. Leaders must gain people's trust and make the journey to change as smooth as possible.
- Managing resistance properly is important for leaders to successfully implement changes and achieve desired outcomes.
Amy S Friend-stc-spectrum-Lickety-Split-Learning-Agile-2014Amy S. Friend
Amy Friend- STC Spectrum, 2014. Amy Friend shares a successful story applying agile principles to the process of instructional design. Amy shares the humbling process to transform learning into an approach that drastically improved business results. This session was presented at STC Spectrum conference in 2014. The concepts still apply in today's workplace. Agile can be applied to more than software and manufacturing. You can apply the concepts to business processes, too. By applying agile to instructional design, Amy and the team were able to reduce time-to-market and cost by over 90%. This enabled this business to refresh their online course catalog and grow!
Amy Friend- STC Spectrum- From Epic to Short Story: A Process to Reduce Cycle...Amy S. Friend
Amy S Friend presented this session for STC Spectrum. The concepts are timeless and still apply for improving business processes. This white paper accompanies the presentation slides. Learn how to analyze your business process to reduce cycle time and improve the value-added time. For more information on this subject, contact Amy Friend at amysfriend.ny@gmail or visit her website at www.amysfriend.com
Amy Friend- From Epic to Short Story: A Process to Reduce Cycle TimesAmy S. Friend
Amy S Friend for STC Spectrum Conference. Reduce the time it takes to do work by analyzing the process and eliminating non-value added time. Cycle time improvement can be applied to business processes to gain results similar to manufacturing.
Amy S Friend- STC- To Err Is Human: Applying Six Sigma Quality to Technical C...Amy S. Friend
Amy Friend - STC Spectrum conference- Six sigma quality concepts are applicable to more than manufacturing. Amy Friend presented this presentation for Technical Communicators at the STC Spectrum Conference. This is the accompanying white paper with the PPT. While the sessions may be dated, the concepts still apply in business processes today. For more information on applying six sigma to non-manufacturing, contact Amy Friend at amysfriend.ny@gmail.com or visit www.amysfried.com
Amy s friend-judyalbers-intrepid-corning-presentation-hr-sept2018Amy S. Friend
Amy Friend and Judy Albers present this session on how Corning modernized their global new employee onboarding using Intrepid to design a learning experience program.
Amy Friend is the Manager of Learning Technology and User Experience at Corning Inc. She and Judy describe the approach and benefits of upgrading to modern digital approaches in learning.
Amy Friend and Intrepid won a Brandon-Hall Excellence Award for the design and results of this learning experience.
Amy S Friend & Jerry Tavormina- Waste Watchers: Applying Lean to Technical Co...Amy S. Friend
The document provides an overview of lean concepts and how to identify and reduce waste in technical communications processes. It defines lean as eliminating waste to optimize flow and value. The three main types of waste are muda (non-value added activities), mura (unevenness), and muri (overburdening work). Examples of each type of waste in technical communications are given. Methods for identifying waste such as process mapping and the 5 principles of lean (value, value stream, flow, pull, perfection) are also outlined.
A Stake in the Ground- A Successful Approach To Estimating and Tracking ProjectsAmy S. Friend
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Get Ready- Tools for Planning a Training Design ProjectAmy S. Friend
Amy Friend and Cindy Parker presented this session to the Society for Technical Communication (STC) Conference in Rochester, NY. This is the white paper from that presentation.
While the date is old, the principles still apply as best practices for effective management of training development projects.
Amy Friend is an Associate Fellow of STC, an ASQ Certified Quality Manager, and a Six Sigma Black Belt.
Amy Friend presents often for STC, the American Society for Quality (ASQ), and the learning field on topics applying quality principles to communications processes.
Business Connections: Taking Your Employee Resource Group Into the CommunityAmy S. Friend
Kodak has a very active employee resource group in support of many different diversity segments.
As a leader of Lambda, the ERG for LGBT employees, Amy Friend and other ERG members coordinated a community presence by Kodak with several national and regional organizations. Together they would give presentations, coordinate event photography, and manage photo booths with the demonstration of products.
This extra effort was one way that an ERG could directly align with the mission of it's sponsoring company.
Amy Friend was president of Lambda, the ERG for LGBT employees. She established the first marketing committee that collaborated with marketing and PR professionals.
During this time, Lambda helped Kodak to connect with over 1 million LGBT consumers.
Transitioning a Technical Communications DepartmentAmy S. Friend
When Kodak sold off their Health Imaging business unit, Amy Friend and the employees that went to the new company had to set up new operations to provide over 42 unique communications related processes. They also had to migrate regulated documentation in a way that maintained the quality of content. The schedule was tight and there were strict rules on how the regulated documentation and training had to migrate to the new company.
Amy Friend, Manager of Technical Communications and Linda Schlauch presented this session at STC Spectrum Conference in Rochester NY. They address rebranding, content migration, sourcing strategy, quality systems, and resources required for this complex process migration.
Amy Friend is an Associate Fellow of STC and a Certified Six Sigma Black Belt.
Localization in the Real World: Managing Cost, Schedule and Quality within Pr...Amy S. Friend
This document discusses key factors that impact the localization process and influence quality, cost, and schedule of product localization. Upstream factors include planning localization needs early, assessing language requirements by market, selecting localization-friendly authoring tools, and writing content with localization in mind. During localization, processes like terminology management and translation impact quality and efficiency. After localization, updating assets and integrating content into products are important. The document emphasizes planning localization comprehensively and early in the product development process.
While working for Kodak as a Six Sigma Black Belt, Amy Friend, and Tim Cassidy needed to help a global service organization to improve customer satisfaction with service delivery. This is the model developed to support double-digit increases in the top two box customer satisfaction.
Amy Friend is an ASQ Certified Quality Manager and Six Sigma Black Belt.
Together, Amy Friend and Tim Cassidy were able to increase global customer satisfaction by 14 points, sustained over three years. Amazingly, no travel was required.
Respect in Our Schools - GLSEN Training for Rochester City School DistrictAmy S. Friend
The Rochester, NY city school district needed to train over 1,000 employees on how to create safe and inclusive schools for LGBT youth to prevent bullying and harassment. This is the presentation our team used to conduct this training.
Building Quality Into Your Technical Communications DepartmentAmy S. Friend
The document discusses models for establishing quality management systems for technical communications departments. It describes a Quality Management System (QMS) that includes quality planning, control, assurance and improvement. A Capability Maturity Model (CMM) establishes five levels of process maturity from initial to optimizing. The Cost of Quality (CoQ) model categorizes costs into prevention, appraisal, internal failure, and external failure. The document outlines elements to include in a technical communications QMS and provides an implementation approach based on forming working groups, establishing standard operating procedures, and measuring outcomes over time.
Assessing Your Content Management NeedsAmy S. Friend
While working at Carestream Health as the Manager of Technical Communications & Localization, our job was to setup a new company. In the process we needed to determine how best to manage product documentation and training for regulated, global products.
Marketing to LGBT- Corporate Coming Out ContinuumAmy S. Friend
I developed this model when I worked for Kodak. The purpose was to help executives understand the value of being an "out ally" for diversity with consumer marketing.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. ASF/Change_SyraPres.doc 9/11/98 Page 1
Riding the Rollercoaster of Life: Dealing With Change
Amy S. Friend, Rochester Chapter
“Change is inevitable. Growth is optional.” -Einstein
Dealing With Change: Part I (November)
I keep waiting for the pace of my life to slow down. Everyone I speak to agrees that life is
speeding up. There is a constant flow of changes with no end on the horizon. This can be
overwhelming. This past year I participated in a workshop at work called “Living In Turbulent
Times” on coping with change. I found some of the principles helpful when dealing with change
both at work and at home. The next few months I will take a little space to share with you some
change concepts. I hope this will help you to organize your thinking about change and give you a
few strategies to view change situations you encounter.
Robert Tannenbaum: The Change Continuum
Tannenbaum describes four categories of change in his model: superficial, incremental,
continuous, and transformational.
Superficial change is any kind of change that you perceive as cosmetic. This change does not
substantially impact us and doesn’t require us to reorient our thinking in any significant way.
Some examples may include: hair cut, change to a new office, or a new responsibility within your
current job.
Incremental change happens in small pieces or steps. The small increments allows us time to
adjust to the change a little at a time. Some examples may include: changes in tax laws, a
promotion within your job, or getting a raise.
Continuous change is steady and constant. It results in fairly high impact but doesn’t seem
overwhelming because you can see the progression. Some examples of continuous change
include: growing older, kids growing in height, losing or gaining weight, learning, and pregnancy.
Superficial Incremental Continuous Transformational
2. ASF/Change_SyraPres.doc 9/11/98 Page 2
Transformational change is dramatic and can be overwhelming. This kind of change may happen
suddenly or overnight. It impacts our emotions. Some examples of transformational change
include: layoffs, death, marriage, war, birth, divorce, or career changes.
Given the same change, we may each categorize the change differently. For example, a job change
to someone who has worked for the same company for the last 20 years may feel
transformational to that person. The same job change may feel incremental or superficial to some-
one else who has been a contractor for a long time. How we perceive change is personal. It has
more to do with us as individuals than the change itself.
3. ASF/Change_SyraPres.doc 9/11/98 Page 3
Dealing With Change: Part II (December)
Change And Personal Identity
Last month I wrote about the “Change Continuum” by Robert Tannenbaum. Tannenbaum
explains that every change is perceived as either superficial, incremental, continuous, or transfor-
mational. Two different people may perceive (or classify) the same change differently depending
on their experience, gender, ethnic background, or other personal history. How we experience
change has more to do with us than with the change. This month’s article will focus more on the
personal side of change.
Take a couple of minutes to do an exercise. Think about who you were during high school. Going
back and being who you were then, write down ten responses to the question: “[insert your name
here], who are you?” You may have responses like: “I am a sister, I am a son, I am a student, I am
a partier, or I am a [insert hobby here].” Each of your responses represents a role in your life at a
given point in time.
When you are done, prioritize your roles in the order of importance to you. Your “number one”
should be the most important role of your life when you were in high school, not for who you are
today.
Now think about this question: “What would it have been like to lose your first identity back then?
How would it feel to lose your second? And your tenth? Most people find that it would have been
very difficult to lose their number one and easier to lose their number ten role.
Set aside these roles for now. Next, do the same activity for who you are today. “[insert your name
here], who are you today?” Write down your ten responses. Prioritize them when you are done.
10. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
Who Was I In High School?
1. I am _______
4. ASF/Change_SyraPres.doc 9/11/98 Page 4
These responses represent new, different roles in your life today, a different point in time.
Look at the two lists. You probably have some pretty different responses and maybe a few still the
same. The ones that are on both lists may be prioritized differently. For example, in high school I
prioritized my “student role” with favorite teachers pretty high. Now they don’t even make the top
ten. Things change in our lives. Today, one of my top roles is as a Training Designer. This was not
on my list back in high school.
How we see ourselves, shown by the roles we choose, will affect which changes we experience as
major impact or minor impact. If our job title is a major role, a major part of our identity, then a
change in our job title may be experienced as a transformational change. For a different person, if
the job title isn’t even on the list, then a change in job title may be perceived as superficial. There
is nothing good or bad about either one. It is just how we prioritize our roles that may determine
how we experience change with one of those roles.
One way to help how we deal with major change is to try broadening our identities and clarify the
real importance to us. For example, a person who describes himself as an “Editor” may experi-
ence a request to write
software documentation as major change. Another person who thinks of herself as a “technical
communicator” may feel very comfortable experiencing different areas of the field.
The narrower we define our identities, the more likely we are to experience change as a major
event, with all the emotions involved with major change.
10. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
9. I am _______
Who Am I Today?
1. I am _______
5. ASF/Change_SyraPres.doc 9/11/98 Page 5
Dealing With Change: Part III
William Bridges: The Stages of Change
Bill Bridges describes the stages of change and emotions we must go through to overcome change
successfully. These include:
During the Stage 1, the Ending, we may feel some separation from our past. For some this may be
exciting and for others it may be a symbolic death. Regardless, we experience feelings associated
with endings. These may include:
- Identity
- Meaning
- Belonging
- Future
- Security
- Relationships
It is important to discard the “old” before we move on to the “new.”
During Stage 2, the Transition or the “Neutral Zone”, we experience different feelings as we move
through the change. This is time to sort out our feelings about the change. It is time to reorient and
“try on” the new change. Some feelings we may encounter in this stage may include:
- panic
- numbness
- anger
- hostility
- depression
- withdrawal
- speculation
- confusion
During stage 3, the Beginning, we experience new feelings as we grow to accept the change.
Beginnings only occur after we have worked through the “Ending” and “Transition.” During the
“Beginning” we start to feel some gradual inner peace as we adjust to the new change and feel
Ending
Transition
Beginning
Stage 1
Stage 2
Stage 3
6. ASF/Change_SyraPres.doc 9/11/98 Page 6
more comfortable with it. It feels more a part of us. Some common feelings during this stage
include:
- enthusiasm
- excitement
- happiness
- creativity
- interest
- focus
Change is uncomfortable and we don’t like to feel the emotions experienced during Stages 1 and
2. As a result of that, we may push through the first two stages too quickly before we have had
ample time to experience the feelings. We may not experience all the feelings and they may not all
come in the same order. It is important to recognize that it is healthy and natural to experience the
feelings in each stage. For example, if you don’t deal with your anger during the transition stage,
you may have to come back and repeat that stage (and let yourself be angry) later to finish dealing
with it
One example that comes to mind is what happens during a downsizing. The rumors start to
wander the halls and take on virtual form. People speculate the parts of their current lives will
“end” before they know the facts. They start to go through Stage One:
“We are being downsized and the group I belong to won’t exist any more.”
“The relationships I have established will all be gone.”
“I have no future here anymore.”
Then we start to experience the feelings of Stage Two, Transition: anger, depression, speculation,
confusion.
“I am angry that they can do this to us.”
“I am so depressed about all the changes at work. I don’t want to go to work.”
Up until now there have only been rumors about what will happen. People are so anxious to just
get the change completed that they start to work through the stages of change and the associated
feelings. Once the real story comes out, we may need to go back and repeat some of the
stages.The desire is to get to Stage 3 where the feelings are more desirable.
Take some time to think about major change you have gone through or are in the process of going
through. Can you identify the stages you went through?
7. ASF/Change_SyraPres.doc 9/11/98 Page 7
Dealing With Change: Part IV (February)
Elizabeth Kubler-Ross: The Predictable Process of Change
Elisabeth Kubler-Ross describes “The Predictable Process of Change.”
Kubler-Ross researched the emotions that terminally ill people felt as they went through major
grief and loss. She found a pattern in not only the feelings these patients felt, but also the order in
which they were experienced. The feelings were experienced in different paces and intensity. She
extended her research to include the families and loved-ones of the patients and found the same
trend. From her research on major change, she determined that we go through a series of
predictable emotions as we proceed through the change. Those that weather the best are those that
take the time to really experience the feelings..and not push through them too quickly.
A sense of stability is broken when a major change occurs. The major change primarily applies to
transformational changes, like a major loss. Progression is not always in the order shown in the
illustration. However, Kubler-Ross does contend that all emotions must be attended to prior to
truly reaching acceptance of the loss.
The major change starts us moving through a series of emotions. Earlier in the series, one may
feel shock and/or denial. A typical response or thought may be “I can’t believe this is happening
to me.” We defend against the undesired loss and change in reality. Hurt people typically start by
denying the change.
Anger is the next emotion. Anger, or similar emotions, ar the start of trying to regain control.
During the Regrets/Bargaining stage, we seek to minimize the impact. We may think “If only i
had done...maybe this would not have happened to me.”
Once we realize the change is not going away, depression sets in to place. A sense of loss and an
inability to cope is evident. It is clear that we can’t work around the change, but must work to get
through it.
Stability
Major
Change
Shock/Denial
Anger
Regrets Bargaining
Depression
Acceptance
8. ASF/Change_SyraPres.doc 9/11/98 Page 8
It takes work and effort to get to the final stage, acceptance. We have accepted the change and
realize that we must make the best of it. The bad feelings will not go away until we take the time
to experience them.
Look at the model and relate it to some major changes. Think through the major change of
winning a big lottery jackpot. Can you see how someone may experience each of these feelings?
Think through the major change of losing a loved-one. The changes do not have to be negative
ones to experience these emotions.
This model points out that loss is a primary aspect of change. It requires people to give up
something familiar and comfortable-behaviors or patterns. To move into a new comfortable place,
we must give up the old ways before we can accept the new ways. “Letting go” of the old is the
key to accepting the new. Resistance to change is in the “letting go” of the old behaviors.
Successful change requires that we let go of the old. The difficulty is with our tendency to focus
our energy on the new way. The lesson is to not rush through the change. Allow yourself to feel
the feelings. It may hurt and feel awkward, but it is essential. Don’t suppress the feelings or push
too quickly through them. If you do, you may only have to carry them into the new way. When
working with others, give them a chance to feel the feelings. If you push them to move too
quickly, they may only resist stronger to the new change.
9. ASF/Change_SyraPres.doc 9/11/98 Page 9
Dealing With Change: Part V (March)
Change and Personal Power
The Power Grid
During major change, it is natural to fee very out of control,like a victim or powerless. You can’t
always control work, family, or friends. You can, however, have control over your own behavior.
You can control:
1. How you respond
2. How you act
3. What you think
4. To some degree what you feel
When we are going through major change we can help ourselves by focussing on where we can
make a difference. The Personal Power Grid illustrates this best.
In stressful situations, we often times persist at taking action on activities that we can’t influence.
The Personal Power Grid describes this as “Ceaseless Striving.” If you spend a lot of time here,
you may feel tired, like you are trying to beat down a brick wall with your fists. For example, if
the company decides to sell a portion of your company, chances are you, as an individual contrib-
utor, can not influence this decision. If you try to take action, you won’t feel a lot of accomplish-
ment and satisfaction. If we can’t influence it, save your energy for something else.
In other situations we are frozen to action; we take no action on activities that can influence our
situation. This is referred to as “Giving Up.” For example, a co-worker looses his job. He’s so
depressed that he just wants to curl up and disappear. He takes no action. What he could do is
spruce up his resume, review the want ads, revive his professional network, see a career councilor,
etc. These things can influence his situation, yet at this time he takes no action.
The place that feels best on the Personal Power Grid is the “Mastery” quadrant. It is here that we
when we take action on things we can influence our situation. It is here that we feel more personal
Ceaseless
Striving
Letting GoGiving Up
MasteryTake
Action
No
Action
Can
Influence
Can’t
Influence
10. ASF/Change_SyraPres.doc 9/11/98 Page 10
power. Your energy level may charge up at the realization that you are truly helping your situation.
The other quadrant to focus towards is the “Letting Go” quadrant. Be honest and practical as you
identify what you can not influence. Take no action on these things. It is a waste of your time, so
just let go of it. This may result in a freeing feeling. It is very difficult to let go of somethings
when the situation is so emotional. Try hard and you can help to reduce your stress level.
How Can I Help Myself & How Can I Help Those Around Me?
When you are dealing with change recall the “Personal Power Grid.” Think of the two places to
be. Focus on taking action where you can make a difference and take no action on the things you
can’t influence. Take some time now to list what you can do for yourself to help get through major
change.
When working with the people around you who are dealing with major change, coach them to see
what their options are. It helps to teach them the “Personal Power Grid.” It may take them some
time to deal with the emotions of change first, but at least they will have a tool to use when they
are ready to transition through the change.Take some time now to list the things you can do to help
others when dealing with change.
11. ASF/Change_SyraPres.doc 9/11/98 Page 11
Dealing With Change: Part VI (April)
Overcoming Resistance To Change
Richard Beckhard: The Change Equation
Overcoming Resistance
In any situation dealing with change, we inevitabley will encounter resistance. Resistance refers
to others who don’t support a change and may even expend great energy to block a change.
Resistance does not need to be a bad thing. It is energy working in a different direction. I’d rather
work with a resistant person than an apathetic one. At least with a resistant person there is some
engagement, feeling, or motivation. The challenge with resistance is how to work with the person
to figure out how to win them over to your side, how to harness their energy to support the change
effort. If we can only convert that energy to work in the direction of our goal! This can be done
with out being manipulative.
Richard Beckhard tells us to think of the following Change Equation when working to overcome
resistance to change.
In this “Change Equation” all elements (D, V, F) must be present to overcome resistance. Here’s
an example to illustrate this concept.
Years ago, I played with the idea of selling my house and moving to a new house. I went so far as
to talk to a realtor and go to some open houses. By going to open houses, I started to get a vision
of the future (V). I pictured myself living in a quiet neighborhood in the country. The thought was
very provoking. By talking to the realtor about what I need to do to sell my house, I identified
what some of the “first Steps” would be(F). After all this effort, I was resistant(R). I procrasti-
nated on doing anything. What was missing was the “D.” My dissatisfaction with the present was
not strong enough to overcome the resistance. Later that year someone tried to break into my
house. My dissatisfaction with the present changed! I spruced up my house and put it on the mar-
ket, and moved. The change equation worked for me and the resistance was overcome.
So think about a new policy or procedure that you are trying to implement. If there is resistance to
it, what elements of the change equation are not met satisfactorily? Work on those elements. Share
your vision. Point out the drawbacks with the maintaining the current situation. Identify first steps
that need to be taken to move forward. These elements will help to change the resistance energy in
to supportive energy.
D x V x F > R
Dissatisfaction
with
Present
Vision
of the
Future
First
Steps
Resistance
to
Change
12. ASF/Change_SyraPres.doc 9/11/98 Page 12
Dealing With Change: Part VII ay)
Change Principles & Tool for Leaders
Right away I’ll tell you that I believe we are all leaders in some way. So this section does apply to
all of us. The responsibilities for dealing with change are different for a leader than they are for
individuals. As a leader, many other people are looking to use to help set a vision and identify
actions to implement change. It is a big responsibility. How successful we are may impact the
faith people have to follow you again in the future. Wow! Never-the-less, the opportunity to make
a big impact is there. This section will describe some principles leaders should keep in mind as
they lead groups through change.
Kim S. Cameron: The Consequences of Organizational Turbulence
Cameron, from the University of Michigan, describes the Consequences of Organizational Turbu-
lence. These refer to the “natural (and counterproductive) tendencies of supervisors and managers
within organizations that are in a state of turbulence.” Cameron refers to these tendencies as “The
Baker’s Dozen.”
5. Try to control
6. Go back to the old “tried and true” way of doing things.
7. Fight rather than cooperate.
8. Become more rigid and inflexible.
9. Keep plans and status secret.
10. Find someone to blame- the leaders, who else?
11. Be more careful about what you say. Hold your cards close to the chest. When in doubt, don’t
share.
12. Do it yourself. Involve as few as possible.
13. Focus on the short term.
14. Don’t risk doing anything new.
These result in:
15. Decrease in morale.
16. Decrease in the credibility of leaders.
17. Decrease in productivity.
(Adapted from Kim S. Cameron, University of Michigan, 1987.)
Stopping these tendencies requires a lot of effort and a strong belief in the impact. We can help
leaders who want to change by coaching them with new behaviors. Reinforce good efforts in
moving away from the natural tendencies. As a leader yourself, find someone you trust to coach
you. Tell them what you want to improve and ask them to coach and reinforce your efforts.
13. ASF/Change_SyraPres.doc 9/11/98 Page 13
Key Principles for Leading Change in Turbulent Times
The March 28, 1995 issue of Organizational Development and Change lists these Key Principles
for Leading Change in Turbulent Times:”
• Validate and Acknowledge Emotions
• Tell People Everything
• Treat People Like Adults
• Extraordinary Levels of Involvement
• Rebalance the Work
Tools for Leading Change
There are four tools that leaders can use when leading change:
• Involvement
• Communications
• Educations & Training
• Coaching & Support
TOOL
DEGREE
NEEDED (H, M, L)
DEGREE
PRESENT TODAY
(H, M, L)
NOTES
How can we close
the gap?
Involvement
Communications
Education &
Training
Coaching &
Support
14. ASF/Change_SyraPres.doc 9/11/98 Page 14
Have the workers and the managers complete this chart separately. Then, have the two groups
compare their results. The manager should be prepared to be open and responsive to differences.
It is important for the manager to see where there are differences in perceptions on how things are
going. Use the results of the exercise to determine how to focus change efforts.