This document discusses the differences between change and transformation. It defines change as incremental modifications that improve an existing situation, while transformation creates a fundamentally new structure or state. Change can be reversed, but transformation permanently alters the original form or nature. The document then outlines a 14-step process for leading transformational change, beginning with accepting the status quo and ending with sustaining the benefits of change. Key steps include preparing and planning for change, taking action to implement it, fortifying the new behaviors and mindsets, and eliminating remaining resistance. Transformation requires overcoming psychological and cultural barriers and is depicted as an energy curve that initially requires effort to overcome resistance before reaching a tipping point where the benefits are realized.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle
Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation.
#changemanagement #managingchange
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
Discusses 8 factors that contribute to the quality of e-learning and how to measure each: PLATFORM = selection/adoption criteria, SUPPORT = technological infrastructure, DESIGN = Standards from the QM Higher Education Rubric, DELIVERY = process (formative) and outcome (summative) evaluation, CONTENT = panel of expert stakeholders, FORMAT = sophistication scale, STUDENT = self-review, and FACULTY = peer-review
Emerging Technologies for Higher EducationSimon Priest
These are my annual predictions (since 2005) for the top ten emerging technologies that will impact Higher Education in the near future. Note these are technologies in research and development or early diffusion; they are not already emerged technologies like MOOCs or online / e-learning
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Emotional Intelligence and Resilience are key skills for any leader to succeed. Resilient leaders anticipate risks and ready for change.
NCPMI April Meeting, Dr. Betsy Smith, PhD. spoke about how to be resilient and shared some of the EI Leadership competencies and tips to become a successful project manager.
Discusses 8 factors that contribute to the quality of e-learning and how to measure each: PLATFORM = selection/adoption criteria, SUPPORT = technological infrastructure, DESIGN = Standards from the QM Higher Education Rubric, DELIVERY = process (formative) and outcome (summative) evaluation, CONTENT = panel of expert stakeholders, FORMAT = sophistication scale, STUDENT = self-review, and FACULTY = peer-review
Emerging Technologies for Higher EducationSimon Priest
These are my annual predictions (since 2005) for the top ten emerging technologies that will impact Higher Education in the near future. Note these are technologies in research and development or early diffusion; they are not already emerged technologies like MOOCs or online / e-learning
Definitions of Conflict Resolution, Negotiation and Mediation. A detailed examination of all six steps of conflict resolution with an introduction to forgiveness.
To begin, this SS discusses the seven steps of a successful process for entrepreneurial innovation and six skills sets and many characteristics of the successful entrepreneur using light bulbs as examples and an ongoing theme. Next, it differentiates between interdisciplinary cooperation and transdisciplinary collaboration. Then, it addresses disruptive and co-creative innovation as crowdsourced from a global network employing online collaboration tools in virtual makerspaces. Finally, in an effort to return universities to their rightful roles as innovation hubs, it suggests how to embed innovation in the undergraduate curriculum.
Identifies and details the differences between the four principle styles of teaching (the Presenter, the Facilitator, the Conductor, and the Mentor) as per the model of a Staircase for Education. Further breakdown investigates how these pedagogies differ by taxonomy, tagline, pedagogy, online, classroom, blended, setting, thinking, approach, faculty role, teaching techniques, emphasis, questions, assessment, curriculum, process, preparation, planning, research, group size, and learner: maturity, incentive, competence, consumption or production.
This presentation defines competencies and competency-based curricula (CBC), describes the benefits of CBC, and details seven steps to developing CBC. Meant for educators and managers, it covers: identifying and defining competencies, establishing rubrics for performance, outlining and practicing learning methods, assessing performance, and evaluating, refining, and repeating the process.
My designs for a different kind of university looks at mission, vision, future students, customer service, emerging technologies, emerging pedagogies, dynamic curriculum, transdisciplinary inquiry, academic levels, administration, infrastructure, collaboration, resistance to change and costs.
Describes and defines facilitative leadership, explains the Conditional Leadership Theory (style due to task, relationships AND favorability of conditions), discusses teams and experiential learning, and presents with practical exercise the six techniques to facilitative leadership: fundamentals, funneling, frontloading, freezing, focusing (solution vs. problem), and fortifying.
Definitions, Need to change, Positive & Negative reasons to change, Understanding Change, Traditional models, PDCA, AKDR,& Lewis Models, Managing & leading, Communication, Obstacle to change, Fundamental attribute errors, Change to next level, Clarity, Growth mind set, Right people, skilled incompetency, How to change
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!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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2. What are the main differences between
CHANGE & TRANSFORMATION?
Butterfly
Metamorphosis
Although used interchangeably in public parlance, and despite having
lots in common, these two terms can be applied with great difference!
4. Around a campfire, I can CHANGE the
type or size of wood, or the amount of
oxygen (by blowing on it), and these
will result in worse or better flames
However, the fire will TRANSFORM
the wood, so nothing I can do will
restore it to its original structure, but
I can enjoy the heat or perhaps use
the ashes for something beneficial
CHANGE vs TRANSFORMATION
modifies or makes different, thereby
improving the unwanted past (often
through singular small adjustments)
crafts a new structure or state, therefore
creating a desired future (occasionally
radical, composed of deeper shifts)
is time finite and can be deliberately,
purposefully, or randomly reversed
is unbound by time limit and cannot be
undone (but can be transformed again)
FIRE BUILDING
All transformation involves change, but not all change is transformational
5. CHANGE: smoking cessation, weight
loss, exercise, yoga, diet, veganism,
employment, beauty enhancement,
meditation and relaxation techniques
TRANSFORMATION: forgiveness, new
relationship, loved one’s death, major
disease, spiritual or religious beliefs,
personal development and education
CHANGE vs TRANSFORMATION
INDIVIDUALS
engages new habits, but these must
be maintained to avoid relapses, as
resolutions easily revert to old ways
links fundamentally different beliefs or
behaviors that have life/work affirming
impact and permanence: no relapses
uses external pressure to prescribe
actions that are otherwise atypical
adjusts internal feelings, thoughts, and
resistance, so that behaviors are natural
6. CHANGE: reduction of workforce by
combining process steps, implement
sales teams, better products, cloud
computing, research & development
TRANSFORMATION: manufacturing
automation, commitment to quality,
customer service ethic, outsourcing,
new products, emerging technology
CHANGE vs TRANSFORMATION
ORGANIZATIONS
is a managed, incremental alteration
of existing processes, products, or
ideas, where the endeavor slowly
gets better over a set time period
is a completely new climate or system
of processes, where cultural mindsets
are reformed and the endeavor is re-
envisioned and reinvented over time
is independent of transformation,
following predictable plans or events
& measured against prior conditions
is dependent on one or more changes,
charting a profound vision, disruptive,
& unreferenced with previous situations
7. Transformational Change (Anderson & Ackerman-Anderson, 2010)
Transformation, however, is far more challenging for two distinct reasons. First,
the future state is unknown when you begin, and is determined through trial and
error as new information is gathered. This makes it impossible to “manage”
transformation with pre-determined, time-bound and linear project plans. You can
have an over-arching change strategy, but the actual change process literally
must “emerge” as you go. This means that your executives, managers and
frontline workers alike must operate in the unknown — that scary, unpredictable
place where stress skyrockets and emotions run high.
Second, the future state is so radically different than the current state that the
people and culture must change to implement it successfully. New mindsets and
behaviors are required. In fact, often leaders and workers must shift their
worldviews to even invent the required new future, let alone operate it effectively.
Without these “inner” shifts of mindset and culture, the “external” implementation
of new structures, systems, processes or technology do not produce their
intended ROI. …implementations fail because they require a mindset and culture
change that does not occur…the new systems require people to share information
across strongly held boundaries or put the needs of the enterprise over their own
turf agendas. Without these changes in attitude and behavior, people do not use
the technology and the change fails to deliver its ROI.
8. Frog
Metamorphosis
Transformation & Energy
Whether the TRANSFORMATION is
of an individual or an organization,
the effort requires great energy
Butterflies and many other insects
gather energy in their larval form
and, once pupated, do not eat any
more until they emerge as an adult
Frogs emerge from the egg as a
Tadpole, gather energy as they
metamorphose, via a middle
stage of Metamorph with a tail,
to a fully grown adult without one
In our instance, ENERGY equals the
benefits that result from implementing
a transformation minus efforts needed
to get the transformation started (by
overcoming all resistance to change)
Consider this graph of energy over time…
10. Input Energy of
INITIATION
Output Energy
RELEASED
When Energy
of Initiation
> Released
This will be a Negative
Transformation Curve,
so question the
need for change
Positive Transformation Curvewhere Energy of Initiation < Energy Released, so worth making the change
FORTIFYING can be
applied very early to
CHANGE RESISTANCE
and decrease energy
needed to transform
NETEnergy=EReleased–EInitiation
∆-
∆+
TIME
ENERGY
11. Positive Transformation Curve
∆+
TIME
ENERGY
Fortifying can be
applied very early to
CHANGE RESISTANCE
and decrease energy
needed to transform
so the top of the hump
(end of most resistance)
will likely be overcome
much sooner & faster
with than without any
Fortifying techniques
Sooner
Faster
Fortifying
13. Resistance
Acceptance
Commitment
Pain
Gain
Positive Transformation Curve
H
IN
D
ER
IN
G
H
ELPIN
G
∆+
TIME
ENERGY
3 Phases of
Transformation
RETURN OF: Productivity,
[+] Morale, Clarity, Hope,
Confidence, Cooperation,
Vision of end state, Sense
of achievability, Discovery,
“Light at end of the tunnel”
RETURN OF: Pride,
Teamwork, Trust,
Experimentation,
Communication,
Collaboration,
Breakthrough
mood, Loyalty,
Co-creativity,
[+] Mindsets,
Excitement,
Passion,
Delight
Unaware, Unwilling, Disagree,
Unconsciously Opposing,
Consciously Opposing,
Apathetic – Threatened,
Fearful, Distress, Guilt,
Denial, Anger/Hostility,
Depression, Anxiety,
Disillusionment,
Resentment
14. Resistance
Acceptance
Commitment
1. Status Quo
Positive Transformation Curve
11. Tipping Point
12. Benefit Point
2. Oblivion
3. New Feelings
4. Think Creatively
5. Novel Thoughts
6. Prepare & Plan
7. Act & Implement
8. Fresh Behaviors
9. Fortify & Sustain
10. Eliminate Resistance
14. Next Change?
13.
Steady Results
∆+
TIME
ENERGY
14 Steps to
Transformation
18. STATUS QUO ☻
1
frequently use catch phrases like: “if it isn’t broken,
why fix it?” – “why change, its always been that way!”
– “better the devil you know, than the devil you don’t!”
are comfortable staying ☻“in the state in which”☻ they are
already situated; they like routine, habit, stability, and continuity
prefer to avoid transformation or change, because they:
•believe the risks of transition exceed the risks of staying fixed
•feel connected to others who are identified by the old ways
•lack role models, competence, experience, effort or energy
•fear lost control will negatively impact their quality of life/work
•remain skeptical of differences, new ideas & hidden agendas
•are shocked, if the need to transition is delivered as a surprise
•are embarrassed, if they built past successes (now obsolete)
•are resentful, if transition dredges up old conflicts or injuries
•refuse to accept “change is the only constant in life” (Heraclitus)
INDIVIDUALS & ORGANIZATIONS…
20. OBLIVION
2
are blind to considering the need for transformation or change; they
are not ready, ignorant of problems, or think others exaggerate
are initially RESISTANT because their absence of conscience makes
them: Reluctant, Rebellious, Resigned or Rationalized (DiClemente, 2003)
• RELUCTANT: have insufficient knowledge and awareness of the
issues or concerns; they are closed to transformation or change
• REBELLIOUS: heavily invested in their dysfunctional status quo;
they lack the propensity or willingness to be different
• RESIGNED: hope of transformation or change has already been
abandoned (perhaps due to repeated failure); they are simply over-burdened
• RATIONALIZED: they already know it all or can reason life is just
better in the present; they disagree with the need for transition
INDIVIDUALS & ORGANIZATIONS…
22. NEW FEELINGS
3
begin to feel differently about their situations; they are willing to
consider a need for transformation or change and have various
emotional reactions to that, including: fear, distress, anxiety,
guilt, denial, anger, hostility, and a desire to remain indecisive
practice Dramatic Relief to alleviate some of the intense feelings
will soon think differently to go along with their shifting emotions
will start to become receptive to succeeding, learning information,
generating awareness, and opening up to different possibilities
INDIVIDUALS & ORGANIZATIONS…
often appear in response to
crises such as: “hitting rock
bottom” or being threatened
with competitive extinction!
24. 4
should balance the pros and cons of transformation or change,
recognizing they may still hold some resistance or ambivalence
should construct Force Field analyses by examining the helping
and hindering forces present and how these might interact
should conduct framing and reframing, Appreciative Inquiry, gap
analysis, and SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis
should use creative thinking techniques such as mind maps, De-
Bono’s six hats, brainstorming, divergence, and convergence:
• BRAINSTORM with extended effort (past initial pause/cessation),
attribute listing, forced relationships, and deferred prejudice
• DIVERGE and CONVERGE on the best idea by reversing, sizing,
busting, gathering, weeding, organizing, weighting or choosing
INDIVIDUALS & ORGANIZATIONS…
THINK CREATIVELY
26. NOVEL THOUGHTS
5
are now decisive about the need for transformation or change;
they tend to exhibit a previously unseen level of determination
no longer perceive assorted barriers as insurmountable; they
are ready to make a serious attempt to transform or change
know how transformation or change will make a different in
their lives/work and the lives/work of important other people;
are evaluating how this should be part of their future and how
their past impacted others and must now be improved
INDIVIDUALS & ORGANIZATIONS…
28. PREPARE & PLAN
6
get ready for action by talking about transformation or change
with others and through making checklists and blueprints that
engage experts and other stakeholders in the planning process
chart their route with milepost highlights on the way to success
and identified setbacks or possible failures along that path
categorize and obtain special (skills) training they may need in
order to be successful in their transformation or change effort
should construct a clear action plan that includes answers to
these six: WHAT?, WHY?, WHERE?, WHEN?, WHO?, and HOW?
• CHECKLIST:
INDIVIDUALS & ORGANIZATIONS…
rationale
vision
goals
objectives
timeline
clarity
incentive
motivation
urgency
evaluation
reporting
training
risks
rewards
celebration
quick wins
role model
support
communication
measurement
accountability
responsibility
ownership
engagement
30. ACT & IMPLEMENT
7
initiate transformation or change by publicly announcing it to
others (friends/family or employees/customers); they may later
seek affirmation and/or confirmation from these key people
put their plan into action with the necessary support from
significant others (counselor/therapist or coach/consultant)
return a sense of control, ownership, safety, vision, and clarity
to those (self) most impacted by the transformation or change
introduce transformation and change by sowing seeds and
sprinkling a little at a time on those (self) most influenced
maintain the dignity of those (self) by recognizing new or old
accomplishments, celebrating the past and rewarding the future
control the stimuli that encourage them to relapse or revert
INDIVIDUALS & ORGANIZATIONS…
32. FRESH BEHAVIORS
8
start to see differences in the way they behave compared with
the past; small wins help reinforce transformation or change
give themselves “gold stars” in the form of internal rewards or
receive kudos from external others monitoring their progress
need to find ways to strengthen their transformation or change
efforts and counter their urges to relapse into old habits
seek out new activities or skills to substitute for old ones; they
must avoid negative enablers who will encourage them to revert
know practice makes perfect, so they consciously walk the talk
recognize that stressful times will be the most tempting and
difficult to prevent relapse; they know who to get help from
INDIVIDUALS & ORGANIZATIONS…
34. employ the fortification techniques discussed earlier
draw on steps 1-8 to sustain transformation or change
9
FORTIFY & SUSTAIN
INDIVIDUALS & ORGANIZATIONS…
have these tools
in your transition kit
}
36. ELIMINATE RESISTANCE
10
avoid the temptations to return to old habits (a few will remain
disillusioned or depressed and likely will not survive transition)
are NO longer Reluctant, Rebellious, Resigned or Rationalized;
they are now Eager, Enthusiastic, Excited, and Enlightened
• EAGER: embrace transformation or change and have become
experts on the associated issues and concerns
• ENTHUSIASTIC: move toward the anticipated outcome and to
establish a steady state of being in a higher functional plain
• EXCITED: succeed with new strategies and tactics; feelings
of being overwhelmed are replaced with peace and comfort
• ENLIGHTENED: agree with the transformation or change
toward a better future that they can now clearly envision
INDIVIDUALS & ORGANIZATIONS…
who is
getting
ejected
from the
game?
38. TIPPING POINT
11
have reached the point where resisting turns to embracing, pain
becomes gain, and hindering forces are replaced by helping ones
have eliminated, countered and/or addressed all resistance
to the point of ACCEPTING transformation and change
experience a return of: productivity, positive morale, clarity,
hope, confidence, cooperation, vision of end state, sense of
achievability, discovery, and see “light at end of the tunnel”
are free to reinforce happiness, let go of resentment, explore new
ways of living/working, test out their skills, reflect on learning,
integrate changes into their life/work, and continue to transform
draw on steps 1-10 to deal with arising issues (when needed)
INDIVIDUALS & ORGANIZATIONS…
40. ROIBENEFIT POINT
12
know this is where Return On Invested ENERGY is recognized (as
you get back what was put in) and things get much better from here!
have supported, sustained and maintained all acceptance to
the point of now COMMITTING to transformation and change
experience a return of: pride, teamwork, trust, experimentation,
communication, collaboration, breakthrough mood, loyalty, co-
creativity, positive mindsets, excitement, passion, and delight
know that from this point forward, the transformation or change pros
will outweigh the cons and that they will have sufficient self-efficacy
to see the transition process through to its successful conclusion
draw on steps 1-11 to deal with arising issues (when needed)
INDIVIDUALS & ORGANIZATIONS…
42. 13
STEADY RESULTS
INDIVIDUALS & ORGANIZATIONS…
have hit their targets for vision, goals and/or objectives
have reached the final outcome: a new equilibrium or stable
and steady state that is different from the earlier status quo
44. NEXT CHANGE
14
INDIVIDUALS & ORGANIZATIONS…
are ready for the next transformation or change, because they
know through experience that this “is the only constant in life!”
45. Metamorphosis III: a final study in tessellation by the Dutch Artist Maurits Cornelius Escher in 1967-1968 (low res ≈ fair
47. Resistance
Acceptance
Commitment
Input Energy of
INITIATION
Output Energy
RELEASED
Pain
Gain
When Energy
of Initiation
> Released
This will be a Negative
Transformation Curve,
so question the
need for change
Positive Transformation Curvewhere Energy of Initiation < Energy Released, so worth making the change
H
IN
D
ER
IN
G
H
ELPIN
G
Tipping Point
FORTIFYING can be
applied very early to
CHANGE RESISTANCE
and decrease energy
needed to transform
Benefit Point
New Feelings
Think Creatively
Novel Thoughts
Prepare & Plan
Act & Implement
Fresh Behaviors
Fortify & Sustain
Eliminate Resistance
Next Change?
Steady Results
NETEnergy=EReleased–EInitiation
∆-
∆+
TIME
ENERGY
Status Quo
Oblivion