See: "https://www.toledolibrary.org/blog/managing-transitions-making-the-most-of-change" for full presentation. Covers how to effectively institute change in an organization using the ideas of William Bridges' book "Managing Transitions"
This document provides an overview of time management concepts and techniques. It defines time management, discusses how time is a limited resource for both individuals and organizations, and identifies essential habits like prioritizing and scheduling. It also describes different types of time and challenges like overestimating or underestimating time for tasks. The document outlines principles of effective time management including using matrices to categorize how time is spent and prioritize activities.
The document discusses the implementation and sustainability phases of transformative leadership. It describes 4 task-oriented behaviors leaders can use in the implementation phase: 1) plan with pictures and backups, 2) communicate clearly, 3) monitor and provide helpful performance reviews, and 4) problem solving. The sustainability phase focuses on meeting present needs without compromising the future, and involves 3 phases - building relationships, recognizing individuals and teams, and providing rewards.
This document describes a student's time management matrix assignment. The student tracked their activities over two days and categorized them into four quadrants based on importance and urgency. Most time was spent on important but not urgent tasks like sleeping. Some time was wasted on tasks that were neither important nor urgent. In the future, the student will track a full week of activities to better understand their time management patterns.
This document provides an overview of a two-day positive leadership development program for people managers. The purpose of the program is to help managers understand positive leadership mindsets, manage employee morale and performance, and apply effective management principles. The first day focuses on positive leadership mindsets, building relationships, and showing appreciation. The second day covers using employee strengths, follow-up, and providing feedback. The document outlines the topics to be covered each day and provides guidance for managers to build positive relationships, choose a positive mindset, share knowledge with employees, and show appreciation to motivate them.
1) People management is crucial for project success but requires understanding individual and team motivations. Different management styles aim to motivate in different ways.
2) Selecting the right staff involves defining requirements based on technical, organizational, and interpersonal factors, then evaluating candidates' skills, personalities, and availability.
3) Theories of motivation include satisfying basic, social, and esteem needs, with effective styles adapting to followers' development levels.
What does it take to become a leader? This presentation lists leadership imperatives and the action verbs required by managers to turn into transformational leaders
This document provides an overview of time management concepts and techniques. It defines time management, discusses how time is a limited resource for both individuals and organizations, and identifies essential habits like prioritizing and scheduling. It also describes different types of time and challenges like overestimating or underestimating time for tasks. The document outlines principles of effective time management including using matrices to categorize how time is spent and prioritize activities.
The document discusses the implementation and sustainability phases of transformative leadership. It describes 4 task-oriented behaviors leaders can use in the implementation phase: 1) plan with pictures and backups, 2) communicate clearly, 3) monitor and provide helpful performance reviews, and 4) problem solving. The sustainability phase focuses on meeting present needs without compromising the future, and involves 3 phases - building relationships, recognizing individuals and teams, and providing rewards.
This document describes a student's time management matrix assignment. The student tracked their activities over two days and categorized them into four quadrants based on importance and urgency. Most time was spent on important but not urgent tasks like sleeping. Some time was wasted on tasks that were neither important nor urgent. In the future, the student will track a full week of activities to better understand their time management patterns.
This document provides an overview of a two-day positive leadership development program for people managers. The purpose of the program is to help managers understand positive leadership mindsets, manage employee morale and performance, and apply effective management principles. The first day focuses on positive leadership mindsets, building relationships, and showing appreciation. The second day covers using employee strengths, follow-up, and providing feedback. The document outlines the topics to be covered each day and provides guidance for managers to build positive relationships, choose a positive mindset, share knowledge with employees, and show appreciation to motivate them.
1) People management is crucial for project success but requires understanding individual and team motivations. Different management styles aim to motivate in different ways.
2) Selecting the right staff involves defining requirements based on technical, organizational, and interpersonal factors, then evaluating candidates' skills, personalities, and availability.
3) Theories of motivation include satisfying basic, social, and esteem needs, with effective styles adapting to followers' development levels.
What does it take to become a leader? This presentation lists leadership imperatives and the action verbs required by managers to turn into transformational leaders
The 2nd Most Powerful Time Management Tool: Delegatingbusinesswhitt
The document discusses delegation as the 2nd most powerful time management tool. It outlines 11 keys to effective delegation, including focusing on high value activities, delegating tasks based on competence, defining tasks clearly with deadlines and milestones, agreeing on resources and consequences, putting agreements in writing, and inspecting expected work. It also discusses adjusting management style based on an employee's task relevant maturity from directive to independent. The presentation encourages committing to delegation, identifying tasks to delegate, and offers a complimentary delegation diagnostic session.
The document provides guidance on Save the Children's performance management process for learning and development. It outlines a step-by-step process for identifying learning needs, setting objectives, deciding on development strategies, creating a plan, and evaluating outcomes. It also describes different learning styles and emphasizes that learning is an investment that improves individual and organizational performance.
Management involves planning, organizing, actuating and controlling resources to achieve objectives. The key managerial tasks include coaching employees, planning activities, motivating workers, organizing roles and responsibilities, staffing positions, controlling progress against goals, and negotiating with internal and external stakeholders. Planning sets goals and policies, organizing defines job duties, staffing recruits and trains employees, leading guides subordinates, and controlling checks results and takes corrective actions.
We all know the problem: too much to do and too little time. But there are proven strategies that can help you take control of your time – and get control of the entire day. Learn how to improve concentration, increase your efficiency, schedule appropriately and multi-task effectively to get out of the time trap, once and for all.
Speaker: Scott Simons, Owner, C.S. Simons Consulting
This document provides an overview and agenda for a time management training session. It discusses the importance of time management, goal setting, and organizing to achieve goals. The training will cover topics like analyzing time habits, setting priorities, time saving techniques, and the seven habits of highly effective people. Participants will do self-assessments on planning and goal setting. The document outlines the objectives, contents, and activities to be covered in the training.
This document provides information on setting career objectives and developing potentials. It discusses unlocking one's potentials through knowledge, skills, experience, and developing the right mindset. It then defines what a career is and provides a 3-step process to set career objectives: 1) Make a career plan with long-term and short-term goals, 2) Follow the career plan, and 3) Regularly review and update the plan. The document also covers market need analysis, time management techniques, preparing for interviews, office etiquette, and keys to success.
The document discusses key responsibilities and skills for IT managers. It outlines that IT managers should:
1) Plan technology strategies to meet business needs and identify opportunities for technologies to help the business.
2) Implement IT projects that improve business efficiency and provide competitive advantages through close cooperation with business teams.
3) Operate reliable, secure, scalable and user-friendly information systems through good governance and issue resolution processes.
Culture First 2019: Day 3, Emerging wellbeing trends and the impact on cultureCulture Amp
Learn how some of the most innovative organizations are putting culture first with wellbeing. In this session, you'll learn 5 components to measure wellbeing initiatives and the impact it will have on employee engagement. Full session description coming soon.
14.project manager characteristics By Allah Dad KhanMr.Allah Dad Khan
Project managers must possess several key characteristics to be effective leaders. They must have clear vision and goals for the project and communicate these effectively to stakeholders. They must also be enthusiastic and optimistic to motivate the team. Additionally, project managers must demonstrate competence in leadership skills and have the ability to delegate tasks and solve problems that arise. Finally, characteristics like being cool under pressure, having strong team-building skills, and being pragmatic and action-oriented allow project managers to guide projects successfully through challenges.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
How do you create the people that must lead after you are gone? How do you prepare subordinates for advancement? How can you insure that you have the depth of personnel you need for the future? This course is focused on developing talent and not hiring talent. If you want to learn how to develop good people, then this class will help you learn the skills needed.
This document provides guidance for IT managers on leading technology teams. Some key points:
- IT teams have unique characteristics like valuing technical skills and sometimes lacking communication.
- Managers must be inclusive, thoughtfully allocate work, and recognize both technical skills and soft skills are important.
- Finding and developing the right people through careful recruitment and training is vital for team success.
- Setting a clear vision and objectives helps teams understand what is expected of them.
This document provides an introduction to time management. It defines time management as self-management, where individuals manage themselves to make the most of their time. While time itself is fixed, perceptions of time can vary based on motivation and other factors. Time management is an important skill for success in university as it impacts academic performance, satisfaction, and stress levels. The concept of time management began with Frederick Taylor's scientific management techniques aimed at increasing worker productivity. For knowledge workers, time management allows maximizing output even when work may be difficult to directly measure. Effective time management involves setting goals, prioritizing tasks, and monitoring progress.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...OnPoint Consulting
We’ve all made bad decisions from time to time. Even when we think we’re being objective, there are many biases that hinder our ability to make the right call.
In this presentation we’ll help you recognize and overcome common biases that cloud decision making. We’ll also show you how to involve the right people and use a systematic process to think fast without compromising decision quality.
Building a Better Way, Every Day: The Value of Small ImprovementsKaiNexus
Presented by Evan Graczyk and Bob Bell
In this webinar, you will learn about:
1) Developing a Continuous Improvement Culture
Why small ideas are important
How rigid should the improvement structure be?
How to evolve this culture based on internal and external input
2) Managing a Continuous Improvement Culture
Challenges in a complex organizational structure
Unique challenges in construction
Evan Graczyk
Continuous Improvement Manager, Woodfin Heating & Oil
Evan has a bachelor's degree in Industrial Engineering from Clemson University, along with a Lean Six Sigma Green Belt certification from Clemson. Previous roles include being a Lean Process Engineer at Schaeffler Group and a Lean Manufacturing Engineer at BorgWarner.
Bob Bell
Financial Planning and Analysis, Woodfin
Bob has a BBA in Marketing from the University of Georgia, a PBC in Information Technology from the University of Richmond, and an MBA from the UVA Darden School of Business. He earned his Six Sigma Green Belt while working at Circuit City. His background includes Retail (Operations & Finance), Information Technology, Inventory Management and Financial Planning and Analysis.
The document outlines the agenda for Day Two of a strategic management of HR training. The objectives include implementing HR strategy, evaluating strategy, and drafting an annual HR strategic plan. The agenda includes establishing communication methods, formulating implementation plans using the WWW and A3 methods, and managing change using models like McKinsey 7S and Kotter. It also discusses linking corporate strategies to HR, developing an HR balanced scorecard, and developing a coaching culture through training managers to coach and incorporating coaching in performance management.
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
The document summarizes William Bridges' model of transition, which focuses on the internal process of transition that individuals experience during times of change. It describes the 3 stages of transition as: 1) Ending, Losing and Letting Go, where people feel resistance and loss; 2) The Neutral Zone, where people feel confusion and impatience; and 3) The New Beginning, where people accept the change. It provides guidance for managers to help individuals through each stage, including acknowledging loss, strengthening connections during uncertainty, and celebrating success once the change is accepted.
This document discusses change management and organizational change. It provides an overview of change and resistance to change, the different types of planned and accidental organizational changes, Lewin's three-step change model of unfreezing, changing and refreezing, techniques for each step of the change process, and the roles of inventors, champions, sponsors and critics in change management.
The 2nd Most Powerful Time Management Tool: Delegatingbusinesswhitt
The document discusses delegation as the 2nd most powerful time management tool. It outlines 11 keys to effective delegation, including focusing on high value activities, delegating tasks based on competence, defining tasks clearly with deadlines and milestones, agreeing on resources and consequences, putting agreements in writing, and inspecting expected work. It also discusses adjusting management style based on an employee's task relevant maturity from directive to independent. The presentation encourages committing to delegation, identifying tasks to delegate, and offers a complimentary delegation diagnostic session.
The document provides guidance on Save the Children's performance management process for learning and development. It outlines a step-by-step process for identifying learning needs, setting objectives, deciding on development strategies, creating a plan, and evaluating outcomes. It also describes different learning styles and emphasizes that learning is an investment that improves individual and organizational performance.
Management involves planning, organizing, actuating and controlling resources to achieve objectives. The key managerial tasks include coaching employees, planning activities, motivating workers, organizing roles and responsibilities, staffing positions, controlling progress against goals, and negotiating with internal and external stakeholders. Planning sets goals and policies, organizing defines job duties, staffing recruits and trains employees, leading guides subordinates, and controlling checks results and takes corrective actions.
We all know the problem: too much to do and too little time. But there are proven strategies that can help you take control of your time – and get control of the entire day. Learn how to improve concentration, increase your efficiency, schedule appropriately and multi-task effectively to get out of the time trap, once and for all.
Speaker: Scott Simons, Owner, C.S. Simons Consulting
This document provides an overview and agenda for a time management training session. It discusses the importance of time management, goal setting, and organizing to achieve goals. The training will cover topics like analyzing time habits, setting priorities, time saving techniques, and the seven habits of highly effective people. Participants will do self-assessments on planning and goal setting. The document outlines the objectives, contents, and activities to be covered in the training.
This document provides information on setting career objectives and developing potentials. It discusses unlocking one's potentials through knowledge, skills, experience, and developing the right mindset. It then defines what a career is and provides a 3-step process to set career objectives: 1) Make a career plan with long-term and short-term goals, 2) Follow the career plan, and 3) Regularly review and update the plan. The document also covers market need analysis, time management techniques, preparing for interviews, office etiquette, and keys to success.
The document discusses key responsibilities and skills for IT managers. It outlines that IT managers should:
1) Plan technology strategies to meet business needs and identify opportunities for technologies to help the business.
2) Implement IT projects that improve business efficiency and provide competitive advantages through close cooperation with business teams.
3) Operate reliable, secure, scalable and user-friendly information systems through good governance and issue resolution processes.
Culture First 2019: Day 3, Emerging wellbeing trends and the impact on cultureCulture Amp
Learn how some of the most innovative organizations are putting culture first with wellbeing. In this session, you'll learn 5 components to measure wellbeing initiatives and the impact it will have on employee engagement. Full session description coming soon.
14.project manager characteristics By Allah Dad KhanMr.Allah Dad Khan
Project managers must possess several key characteristics to be effective leaders. They must have clear vision and goals for the project and communicate these effectively to stakeholders. They must also be enthusiastic and optimistic to motivate the team. Additionally, project managers must demonstrate competence in leadership skills and have the ability to delegate tasks and solve problems that arise. Finally, characteristics like being cool under pressure, having strong team-building skills, and being pragmatic and action-oriented allow project managers to guide projects successfully through challenges.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
How do you create the people that must lead after you are gone? How do you prepare subordinates for advancement? How can you insure that you have the depth of personnel you need for the future? This course is focused on developing talent and not hiring talent. If you want to learn how to develop good people, then this class will help you learn the skills needed.
This document provides guidance for IT managers on leading technology teams. Some key points:
- IT teams have unique characteristics like valuing technical skills and sometimes lacking communication.
- Managers must be inclusive, thoughtfully allocate work, and recognize both technical skills and soft skills are important.
- Finding and developing the right people through careful recruitment and training is vital for team success.
- Setting a clear vision and objectives helps teams understand what is expected of them.
This document provides an introduction to time management. It defines time management as self-management, where individuals manage themselves to make the most of their time. While time itself is fixed, perceptions of time can vary based on motivation and other factors. Time management is an important skill for success in university as it impacts academic performance, satisfaction, and stress levels. The concept of time management began with Frederick Taylor's scientific management techniques aimed at increasing worker productivity. For knowledge workers, time management allows maximizing output even when work may be difficult to directly measure. Effective time management involves setting goals, prioritizing tasks, and monitoring progress.
The document discusses identifying and retaining top performers. It outlines a three step selection process of evaluating a candidate's past, present, and future fit. The process involves surveys, interviews, background checks, personality and skills assessments to evaluate a candidate holistically. It emphasizes the importance of seeking the "total person" to determine if they can do the job, how they will do it, and if they will want to do it long term.
Grow Your Bottom Line One Decision at a Time: Shortcuts for Making Better Bus...OnPoint Consulting
We’ve all made bad decisions from time to time. Even when we think we’re being objective, there are many biases that hinder our ability to make the right call.
In this presentation we’ll help you recognize and overcome common biases that cloud decision making. We’ll also show you how to involve the right people and use a systematic process to think fast without compromising decision quality.
Building a Better Way, Every Day: The Value of Small ImprovementsKaiNexus
Presented by Evan Graczyk and Bob Bell
In this webinar, you will learn about:
1) Developing a Continuous Improvement Culture
Why small ideas are important
How rigid should the improvement structure be?
How to evolve this culture based on internal and external input
2) Managing a Continuous Improvement Culture
Challenges in a complex organizational structure
Unique challenges in construction
Evan Graczyk
Continuous Improvement Manager, Woodfin Heating & Oil
Evan has a bachelor's degree in Industrial Engineering from Clemson University, along with a Lean Six Sigma Green Belt certification from Clemson. Previous roles include being a Lean Process Engineer at Schaeffler Group and a Lean Manufacturing Engineer at BorgWarner.
Bob Bell
Financial Planning and Analysis, Woodfin
Bob has a BBA in Marketing from the University of Georgia, a PBC in Information Technology from the University of Richmond, and an MBA from the UVA Darden School of Business. He earned his Six Sigma Green Belt while working at Circuit City. His background includes Retail (Operations & Finance), Information Technology, Inventory Management and Financial Planning and Analysis.
The document outlines the agenda for Day Two of a strategic management of HR training. The objectives include implementing HR strategy, evaluating strategy, and drafting an annual HR strategic plan. The agenda includes establishing communication methods, formulating implementation plans using the WWW and A3 methods, and managing change using models like McKinsey 7S and Kotter. It also discusses linking corporate strategies to HR, developing an HR balanced scorecard, and developing a coaching culture through training managers to coach and incorporating coaching in performance management.
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
The document summarizes William Bridges' model of transition, which focuses on the internal process of transition that individuals experience during times of change. It describes the 3 stages of transition as: 1) Ending, Losing and Letting Go, where people feel resistance and loss; 2) The Neutral Zone, where people feel confusion and impatience; and 3) The New Beginning, where people accept the change. It provides guidance for managers to help individuals through each stage, including acknowledging loss, strengthening connections during uncertainty, and celebrating success once the change is accepted.
This document discusses change management and organizational change. It provides an overview of change and resistance to change, the different types of planned and accidental organizational changes, Lewin's three-step change model of unfreezing, changing and refreezing, techniques for each step of the change process, and the roles of inventors, champions, sponsors and critics in change management.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
We all want to #change but without any #pain. Can that be really #possible? Yes, if we follow some simple #Guidelines and put them into #practice,we can achieve great results.
This document discusses organizational change and how to successfully implement change in today's workplace. It begins by defining organizational change and providing a change reflection quiz. It then discusses common reasons why change efforts fail, such as lack of vision, communication, resources, and commitment. The document provides best practices for leading organizational change, including developing a compelling vision, building leadership commitment, managing resistance to change, frequent communication, and showing early results. It emphasizes that change is a journey, not a blueprint, and that successful change leaders understand the dynamics of the organization and change process.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
This document provides an overview of managing organizational change. It discusses key concepts like the difference between change and transition, and introduces models for managing change like William Bridges' transition model of endings, the neutral zone, and new beginnings. It also outlines the roles of a steering committee and change agents in leading change projects and addressing resistance through change management best practices.
The document discusses managing change and outlines several models for understanding and navigating change processes. It begins by defining different types of change and explaining that change management involves addressing both tangible and intangible aspects. It then covers the William Bridges transition model of endings, a neutral zone, and new beginnings. Additional sections provide an overview of roles in change management projects, challenges to change like resistance, and strategies for managing resistance.
Leading Change in Challenging Times for Kirklees CouncilMichael Barker
This document discusses change management and leading change. It begins by defining change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then discusses reasons for change such as new strategies, technology, or competition. The document emphasizes that effective change requires addressing people's reactions, which typically follow stages like denial, resistance, and eventually acceptance. It stresses the importance of clear communication, addressing fears and concerns, and involving those impacted by the change. The key to success is removing fear through information, support and guidance throughout the change process.
This document provides an overview of managing and implementing change and innovation. It discusses reasons why organizations need to change, such as performance gaps, new technologies, and external pressures. Several change management models are introduced, including Lewin's 3-stage model, Bridges' transition model, and Kotter's 8-step model. Tools for analyzing change such as PESTLE and stakeholder analysis are also covered. The document outlines how to develop a change implementation plan and deal with resistance to change through communication and involvement of stakeholders.
Change happens. In today’s global world, change happens faster and more frequently than ever and consequently that means projects experience constant change.
While rapid response and flexibility are critical to competitive response, stakeholders making that change do not always move at the same speed. Understanding the change process from a behavioral perspective we and others experience will ease the facilitation of that change.
This document discusses organizational and cultural change. It begins by defining organizational culture and noting that culture change is the most challenging type of change for organizations to implement. It then discusses concepts like national culture, organizational culture, and learning stages related to change. The rest of the document discusses myths about change management and provides recommendations for ensuring a smooth change process with key steps like communicating vision, engaging employees, implementing and sustaining change, and rewarding progress.
This document outlines an agenda for a change management training. It includes an introduction to change management concepts like the pace of change, organizational responses to change, and principles of managing change. It discusses Lewin's change model of unfreezing, moving, and refreezing. It also covers Kotter's 8-stage process for creating major change, including establishing urgency, communicating vision, empowering others, and anchoring changes in culture. The training utilizes exercises, assessments, and a case study to help participants understand how to effectively lead and respond to organizational change.
Change Agents' skills and client relationship - SlideshareJasmine Sobhy, MBA
A change agent is someone who helps drive organizational change from inside or outside the organization. The document discusses the types of change agents, their roles and skills, and best practices. It defines a change agent as someone who influences change through their actions and influencing others. Internal change agents have knowledge of the organization but lack objectivity, while external agents provide expertise but need to familiarize themselves with the organization. Key skills for change agents include developing objectives and plans, assessing resources, managing resistance, and having a clear vision, patience, strong relationships, and leading by example.
Managing resistance to change and change and transition managementVidhu Arora
managing resistance to change, change and transition management- process, william bridges transition model, effective transition management, difference between change and transition.
Understanding And Managing Change - Christine Tebbuttukactive
The document discusses managing change and outlines John Fisher's model of personal change. It describes the different phases individuals go through when facing change, from anxiety to gradual acceptance or hostility/denial. It also provides principles for implementing change, including unfreezing old ways, changing, and refreezing the new system. Finally, it discusses different employee types and their responses to change, as well as strategies for maintaining motivation and morale during change.
The document discusses managing and implementing change and innovation. It provides definitions of change management and different types of change. Several change management models are described, including Lewin's 3-stage model, Bridges' transition model, and Kotter's 8-step model. The document also discusses analyzing stakeholders and the environment, communicating change, and creating a change management plan.
The document summarizes Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. It discusses each stage in detail: unfreezing involves preparing for change and creating motivation; changing focuses on implementing solutions and new ways of working through goal setting and communication; and refreezing makes the changes permanent through training, measurement and reinforcement of new behaviors and processes. The model provides guidance on managing individual and organizational resistance to change at each stage.
Similar to Working through transitions and institutional change (20)
The document outlines the development of a new performance evaluation system for the Toledo-Lucas County Public Library which aims to make evaluations a meaningful opportunity for growth rather than a punitive exercise, including standardized evaluation forms, employee input, SMART goal-setting, manager training, and an ongoing process of assessment and improvement based on lessons learned.
Commando Diplomacy:Building Skills and Tolerance for Having Difficult Convers...Amy Hartman
This document discusses strategies for having difficult conversations and making progress through diplomacy. It provides tips for individuals such as understanding one's own issues and not taking things personally. For groups, it recommends preparing for meetings by establishing norms, mapping conversations, and using techniques like consensus building. The goal is to have honest dialogs while preserving relationships by focusing on facts, different perspectives, and constructive solutions.
The Baby Boom retirement wave has begun! Their well-honed reference skills and deep knowledge of the collection's traditional resources don't have to disappear. As libraries face the departure of staff with many years of experience, how can we target and retain some of the knowledge they have amassed? Come and hear some ideas and share in a discussion on how to keep the gold in the library's intellectual vault.
Going Hybrid: Readers Advisory at the Circulation DeskAmy Hartman
This document provides tips and ideas for providing readers' advisory services at the circulation desk of a library. It emphasizes the importance of flexibility and listening to patrons to understand their interests. Effective readers' advisory involves suggesting titles to patrons rather than directly recommending books. Displaying interesting titles and themes are encouraged to help patrons discover new materials and associate the library with interesting selections. Staff should utilize their strengths and knowledge in different subject areas when advising patrons.
The document discusses actresses who could have played the role of Pepper Potts from Iron Man and compares her character then and now. It also lists some strong female roles from films that pass the Bechdel test, which requires that a work features at least two women who talk to each other about something other than a man. The document encourages celebrating progress made toward more diverse and equitable representation in media.
This document provides an overview of science fiction and fantasy genres for a reader's advisory presentation. It discusses key differences between science fiction which focuses on technology and follows physical rules, and fantasy which involves magic and supernatural elements. The document also recommends several prominent authors in each genre and their notable works, as well as suggestions for readers of J.K. Rowling's Harry Potter series.
This document provides a summary of horror literature and films throughout history from the 14th century to present day. It discusses major works and authors such as Dante's Divine Comedy, Dracula by Bram Stoker, and Frankenstein by Mary Shelley. The document also gives recommendations for marketing a horror collection in a library and providing suggestions to patrons based on their interests and tolerance for violence. It highlights subgenres of horror including vampire fiction and provides examples of authors for each time period.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
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The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
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Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
3. The Book(s)
• Managing Transitions:
Making the Most of Change
by William Bridges with
Susan Bridges (4th Edition, 2016)
• Fifteen-page summary
available PROVIDE LINK
HERE.
• Transitions: Making Sense of
Life’s Changes by William
Bridges with Susan Bridges
(40th anniversary ed, 2019)
3
4. Change vs. Transition
• Change is situational: the move to a new site, the retirement of the
founder, the reorganization of the administrative team
• Transition is a 3-phase process people go through while internalizing
and coming to terms with the details of the new situation brought
about by change
4
When change happens without transition, it is
just a rearrangement of the chairs. People say,
“Just because everything has changed, doesn’t
mean anything is different around here.”
5. Leading Transition
• Even the best leaders cannot anticipate all changes, but all leaders
can improve their effectiveness in helping their organization through
the transition process
5
• As a leader you cannot always tell your team,
“We are on top of every change that comes
our way,” but you can tell them “We’ve
successfully dealt with change before, and if
we manage this transition properly, we will
come out stronger in the end.”
6. Visualizing Transition
6
Three Phases of Transition
1. Ending – letting go of the old
ways and old identity
2. Neutral Zone – the in-between
time where the old is gone but
the new isn’t fully operational
3. New Beginning – Coming out
of transition and developing
the new identity/ways
7. Step 1: Ending
• The starting point for managing transition is not the outcome but the
ending that must be made to leave the old situation behind
• Before beginning something new, people have to let go of the present
first
7
Beginnings depend on endings
The problem is: people don’t like endings
8. How to get people to let go
Effective Change agents:
1. Accept the reality and importance of subjective losses
• Expect some period of overreaction and traditional signs of
grieving
• Acknowledge losses openly and sympathetically
2. Give people information, frequently and in as many ways
as possible
3. Define what is over and what isn’t
8
9. Step 2: The Neutral Zone
Psychological no-man’s–land between letting
go of the old reality and landing into the new
one; both a dangerous and an opportune
place
• Capitalize on all the confusion by
encouraging everyone to be creative; with
everything up in the air anyway, people are
more willing than usual to try new things
• Use a Test & Try methodology
9
10. Different timelines = Easy Derailment
• Leaders go through their transitions before they launch the
changes and now they’re ready for a new beginning.
• Employees will be entering the transition cycle when the
change is announced.
10
Change leaders will be
significantly ahead of those being
led, in processing the new idea.
How can understanding this help
with leading transition more
effectively?
11. Strengthen Intra-Group Connections
Allowing Everyone to Play a Part:
• Gives people new insight into the real problems being faced by the
organization
• Gets people aligned as they focus together on solving problems, creating
allies rather than adversaries
• Brings participants’ firsthand knowledge to bear on solving the problems.
Leaders can’t anticipate everything. Front line input can be extremely
helpful
11
• Everyone who plays a part is, tacitly
at least, implicated in the outcome
12. Help People Visualize
Paint a picture of how the outcome will look/feel: Purposes are critical to
beginnings, but can be abstract. Give a picture of how the outcome will look
12
• Use visuals (floor plans, flow charts, etc.) to convey how things will be.
Listen to input on design and incorporate where possible.
• If possible, arrange for people to see another organization where things
are already done in the new way. Anything you can do to help people
visualize the change will help.
13. Share a Plan
Plans are immensely reassuring to
people, not just because they
contain information, but because
they exist.
• Lay out a step-by-step plan for
phasing in the outcome
• Outline the steps and schedule by
which people will receive the
information, training and support
needed to make the transition
13
14. Building a Culture of Trust
1. Be Consistent… Avoid mixed
messages which contradict the
desired changes.
2. Ensure Quick Success—include early
opportunities for success, no matter
how small. Quick successes reassure
the believers, convince the doubters,
and confound the critics.
3. Own missteps and mistakes
4. Commit to Institutional Values –
Welcoming, Innovative, Objective,
Accountable and Collaborative 14
When people trust their leaders, they’re
willing to undertake change, even if it
scares them.
15. Step 3: Beginnings
• Beginnings involve new understandings, new values,
new attitudes, and—most of all—new identities
• Starts can and should be carefully designed, like an
object. A beginning can and should be nurtured, like
a plant.
• Starts take place on a schedule as a result of
decisions. Beginnings follow the timing of the mind
and heart
15
16. Consequences of poorly managed transition
A poorly or unmanaged transition leaves behind:
1. Survivors who have been wounded by the changes they have been through
2. Those who are grieving over all that they have lost in the change
3. Those whose loyalty and ethics have been so compromised by their
experience that they turn hostile, self-centered, and subversive
16
Unmanaged transition fosters an
environment of distrust, resentment and
low morale, guaranteeing management
difficulties and stagnation
We originally presented this topic for PLA in February 2020, and we've gotten so many kind compliments and requests to repeat, we thought we'd record it for a more widespread release.
Introduce ourselves – and the lens through which we build the presentation.
Meg – Regional Manager overseeing the Main Library and Sanger Branch; on the Admin negotiating team for contract talks with the Librarians union; presenting the Admin view of change
Amy Hartman, Collection Development Specialist, for many years on the leadership team of the Association for Public Library Employees (aka APLE),the union that represents librarians and professional staff, presenting the staff view of weathering change.
Alternate reading each line:
AH - Welcome! We’re here to talk about Change with a capital C and that rhymes with T and that stands for TOLEDO! Friends, we’ve got a tale of trouble…
MD - On September 1, 2018, TLCPL’s Main Library closed for one year of renovation. Most of Main’s public service staff were spread throughout the system or assigned new temporary positions embedded in the community for the duration
AH - On January 24, 2019, Library Director Clyde Scoles announced his plan for retirement after 34 years in that role, effective by the end of June.
Twenty-two days later on February 15, Clyde Scoles collapsed as he left work for the day and passed away unexpectedly
MD - August 1, Former Deputy, Acting Director Jason Kucsma officially became Director
AH - September 28, newly renovated Main Library opened to the public, with a new service model and 150,000 square feet of public spaces changed
MD - October 18, Director Jason Kucsma asked for feedback on organizational needs and suggestions/ideas for reorganizing the administrative council structure
AH - November 21, the entire administrative organization design is restructured
2019 was…. A Year. With a Capital “Y” …. usually followed by the word ME with ?!?!?!?!?!!???
MD - And THEN, just as we were catching our breath, we got hit by March, 2020, and whatever sense of reality and predictability went right out the window as the pandemic moved in.
While massive construction projects and complete administrative reorganizations won't happen to everyone in their careers much less the same year like it did for us, we can certainly see Covid as the universal example of transition management; a frame of reference that everyone in the world can understand.
What have others done to move through this time? What can we learn? How are our communities changing and how can we meet them where they are NOW with and responsibility and grace?
while we will be touching on Covid/pandemic issues parenthetically, the bulk of our focus will still be on basic institutional and library functions, and we'll just keep our fingers crossed that these experiences will continue to BE traditional once we're through this.
AH
First edition of Transitions, focusing on general life situations, was written in 1980, first of Managing Transitions came out in 1991. Both have been updated with newer editions.
Given a summary by a friend on the Leadership team of the Buddhist Temple of Toledo. You’d think that as Buddhists who spend a great deal of time thinking about and meditating on the subject of impermanence, we’d be good with transitions and really wouldn’t need something like this. And in that, You’d be wrong, wrong, WRONG.
Along with the slides from this presentation, a 15-page “best-of” summary is available at the link on this slide. The book is quite short and extremely readable; the 15 page summary hits the high points from a library perspective, and this presentation will hit maybe ¼ of what’s on the summary. So please try to take a look at whatever print version you can.
William and Susan Bridges formed a consulting firm to help institutions with complex transitions, so if you’re really struggling, that might be a good investment.
AH
Change hinges on the external situation; what one does: the move to a new site, retirement of a founder, or incorporating new technology. It’s situational.
Transition is psychological, based on how one feels, and depends on letting go of the old reality and the old identity we had before the change took place. It’s how we internalize what is happening. Bridges talks about it being a 3-phase process we must progress through while coming to terms with our new situation (more on those phases in just a bit).
Think of getting your first job, moving into your first home, or even way back when we first got the internet in libraries (BRIEFLY reminisce about this).
The actual change happens pretty fast, but the psychological transition happened much more slowly: instead of becoming a new person as fast as we changed outwardly, we found ourselves struggling for a time in a state that was neither the old nor the new. It was a kind of emotional wilderness, a time when it wasn’t quite clear who we were at that point, or what was real.
In thinking about the pandemic, what stands out is that the change LITERALLY happened within a few days for most of us. As of this recording, it has been about 4 months since that initial shutdown, and we are STILL transitioning through this which I suspect that will be true for quite a while. Those who are struggling the most these days are those who are frustrated, feeling we should have everything figured out because it has been "so long" since the change happened. If we're going to succeed as institutions, we must learn how to be more nimble in dealing with groundlessness and change, whether pandemic-related or not. When change happens without paying attention to the transition process, it is just a rearrangement of the chairs. People say, “Just because everything has changed, doesn’t mean anything is different.”
MD
Managing people and organizations during times of tumultuous change is one of the most difficult tasks leaders face. During such times, it’s always tempting to take short cuts, accomplish quick results and move on to the next thing.
But this tends to backfire and the organization either gets bogged down in resistance to change or struggles through poorly planned change and winds up with endless tangential problems, slowing progress, building a culture of distrust and animosity, and making future successful change even more difficult to achieve.
Helping people through this process will ultimately make leading them easier and will build an important level of trust going forward.
AH
Here are those phases of transition that Bridges outlines. As with so many useful tools they seem simple, but are actually very helpful waypoints in understanding how we move through internalizing change. We’re going to discuss each phase, give examples of how we navigated through them, sometimes successfully, sometimes not so much, and share insights learned.
MD
[Read the 1st bullet point]
The starting point for managing transition is not the outcome but the ending that you’ll have to make to leave the old situation behind.
First task of change management: understand the desired outcome and how to get there
First task of transition management: convince people to leave their current state
Organizations that overlook that letting-go process do nothing about the feelings of loss that it generates.
And in overlooking those effects, they nearly guarantee that the transition will be mismanaged and that, as a result, the change will go badly.
Some traditional examples of endings:
Changing collection development processes and moving to a Floating Collection
Main's temporary closure during the remodel
Therefore, there were staff reassignments – but…. That leads to new opportunities
The point is to be explicit about the ending; you want people to willingly come to the Neutral Zone. From the chaos of Endings comes the Creativity of new opportunities.
Creating a wholly new department from people with previous assignments
My first thought was to bring the 2 affected managers together so we could build the process together
COVID Examples:
- Closing the buildings
- Giving up the predictability / normalcy in planning – what could we expect of staff working from home? How could we make re-entry into the buildings safe?
-
AH Librarians are a passionate people, and most of us love what we do. Good results depend on getting people to stop doing things the old way and start doing things a new way. And since library staff have this intensely personal connection to how they work, there is just no way to do that impersonally. It is self-defeating to try to overcome people’s resistance to change without addressing the threat the change poses to their world. Pandemically speaking, we're all having a hard time dealing with those who refuse to let go of how life used to be prior to pandemic precautions. I feel like many people who can't (or won't) see or understand the effects of this disease are refusing to make their transition (sometimes while fully armed!). These folks moved through the change with everyone, because they really had no choice as societies shut down around them, but are spending so much time and energy refusing to transition that they often perpetuate and exacerbate the problem for everyone.
So how do we get people to move into the Transition process and let go of what is no longer valid?
Accept the Reality and Importance of the Subjective Losses: Basically: Allow people to feel what they are feeling, which requires leaders to
Expect some period of overreaction : Bridges talks about our perception of “overreaction” as basically any level of reaction that is higher or more intense than out own. It’s when they are reacting to change more than we are:
Changes cause transitions, which cause losses, and it is often the loss, not the change, that they’re overacting to.
It’s usually a piece of employees’ world that is being lost, not a piece of management’s, and everyone reacts that way when it’s part of their world that is being affected. Being reasonable is much easier if you have little or nothing at stake.
Overreacting also comes from past experiences, either with losses that haven’t adequately been dealt with or when endings became viewed as symbolic of some larger loss. Learn to look for the loss behind the “overreaction” and deal with the underlying issue. Think about the internet. The panic came from losing our sense of expertise, of technology taking away the foundation of what we did.
AH Expect and Accept the Signs of Grieving: When endings take place, people get angry, sad, frightened, depressed, and confused. These emotional states can be mistaken for bad morale, but they aren’t. They’re signs of grieving, the natural sequence of emotions people go through when they lose something that matters to them. Always expect to see various displays of Denial Anger Bargaining Anxiety Sadness Disorientation Depression.
AH Acknowledge the Losses Openly and Sympathetically: Don’t shy away from bringing losses out into the open—acknowledge them, express your concern for the affected people and your intention to help them find the best way forward. Do it simply and directly. It is pretending that the loss is inconsequential or doesn’t even exist that stirs up trouble, not the acknowledgement/discussion of it. Research on what helps people recover from loss of all kinds agrees that recovery happens more quickly if the losses can be openly discussed.
Talk about staff perspective of pandemic closing because of the pandemic – expecting admins to have all the answers had to change. Really brought out the changes in leadership structure from an older style of top-down decision management to a newer style of transparency and bringing everyone along together. While staff enjoys the benefits of the new style, they need to let go of having everthing figured out and handed to us.*** fix
MD Give people information: Threatening information is absorbed remarkably slowly, and often incompletely. Leaders must find as many different ways to share as possible. When people don’t understand what is going on, resentment and fear blossom. People will create stories of their own to explain what is happening, usually relying on innuendo, gossip, wild guesses and worst-case-scenarios (in the absence of facts – people make them up!) Say what you know, admit you don’t know more and provide a timetable for additional information, repeat the cycle often and regularly.
For example: related to revising the floor plan for each department, we started with a current plan – and made a list of everything we wanted to add or change. Then, I made those changes by putting post its on the floor plan. That diagram went to the architects, and then each draft from the architects went back to department meetings. In this way staff could see their ideas reflected on the evolving plan.
Later, when we discovered we were going to close Main, there were dozens, if not hundreds of questions. We compiled that information into a table that described the plan to accommodate programs, services, and customers.
** You don’t have to have it all figured out before you start talking about the changes that are coming.
MD Define what’s over and what isn’t: One of the most important leadership roles during times of change is that of putting into words what it is time to leave behind.
Leaders risk three equally serious and difficult reactions when they do not specify what is over and what isn’t:
1. People don’t dare to stop doing anything; they try to do all the old things and the new things. Soon they burn out with the overload.
2. People make their own decisions about what to discard and what to keep, and the result is inconsistency and chaos.
3. People toss out everything that was done in the past, and the baby, the tub and all the toys disappear with the bathwater.
Back to that example of creating a new department – Fact and Fiction:
We held joint meetings with all the affected staff, shared what we knew, and answered their questions
We provided ways for them to ask questions from a more private setting, and shared the answers in a growing FAQ list
Meetings continued during Main’s temporary closure so that staff could successfully have Endings, navigate the Neutral Zone, and move on to the Beginnings of the programs and services they would offer as Main reopened
COVID Examples
- Bewildering week for Aple expecting answers & Admin really not knowing and trying to both lead and be transparent
- Currently we offer PCs for the public at 5 of our 19 locations. In updating staff procedures, we have to be careful to paint the forward state. Right now, staff disinfect PCs and surfaces between each customer. As services (and customer numbers) expand, some of these responsibilities may transfer to customers.
MD
Many may mistakenly conclude that the confusion and feelings of groundlessness in this phase are a sign that something is wrong.
Some may be alarmed in this no-man’s-land and try to prematurely escape. (Employees do this frequently, which is why there is often an increased level of turnover during organizational changes.)
Painful though it is, the neutral zone is the individual’s and the organization’s best chance to be creative, to develop into what they need to become, and to rejuvenate themselves for the time ahead. The task before a leader becomes twofold: first, to get your people through the neutral zone in one piece; and second, to capitalize on all the confusion by encouraging them to be innovative.
Encourage experimentation and a Test and Try atmosphere, brainstorm and try new answers to old problems
Embrace losses, setbacks, or disadvantages as learning opportunities and entry points into new solutions
Examples:
During Main’s temporary closure we encouraged the staff and teams that were working “differently” to really dig in and try some new things.
Tech Team surveyed staff to understand where people needed help, then worked with managers to schedule 1:1 coaching and small classes. The success of those efforts built positive momentum for the possibilities of working differently.
Also, as soon as Main’s closing was announced, individuals and social service agencies asked about the impact on those experiencing homelessness
County Commissioners, Library, and about 8 other groups met bi-monthly, to have a solution in place for winter
Collaborative approach to opening a "library" in the Life Revitalization Center
Other groups working on Rapid Rehousing and Housing First models
That satellite library is a success and continues to this day
COVID Example:
PC use for public – 5 pilot libraries building Best Practices / Tension in that some staff clearly thought that the Best Practices already exist – they don't!
AH – Biggest “aha!” moment in the entire book:
Leaders typically go through their transitions before they launch the changes. By the time they are ready to announce the change, they have left their endings and neutral zones behind, and now they’re ready for a new beginning.
But staff and employees will just be entering the ending phase at the point the change is announced.
Often, Change leaders will be significantly ahead of those being led, in processing the new idea They'll have had adequate time for discussion and consulting with other industry leaders, will have thought about and accepted the trade offs that come with every change. Even if employees are included in change planning, there will still be a need for them to process the idea of the change. Understanding this will help leaders with guiding transition more effectively.
As a union leader, I got to simultaneously appreciate both perspectives where staff were in the “overreact” zone and leaders were in the perceiving bad morale and obstinance realm.
Perfect example of this was the way we announced Main’s closure:
- This was such a big decision, management didn’t want “leaks” to happen before they could officially announce the closure.
Email to +All at the same time that the local paper ran the story. Staff freaked out. They didn’t have a chance to process before being the public face of this change. Staff were grieving and “overreacting” at the same time we had to field questions from the public about the decision we’d just learned about ourselves.
On the other hand, in situations like Covid, leaders WON'T have the luxury of time and experience to guide their thinking, and we're seeing that staff need to learn about relative patience in dealing with missteps and unexpected hurdles. We're going to talk about the role of trust building in surviving transition in just a bit.
With Covid, managers are truly learning to appreciate the bewilderment of moving through transition on the same timeline as staff, and everyone is feeling the pain of how difficult it is to make decisions when the situation is so fluid. Test and Try really needs to be part of the process, allowing us to be more nimble in learning what works and moving on from what doesn't. Staff are struggling with continuing to expect decisions and guidance when that is just not possible. Example: opening up for computer use by appointment. We're going to talk about the importance of communication, and this is more vital than ever as we're all swerving and pivoting when developments come hurtling towards us. There was frustration in that they were making it up on the fly. ***
MD – Getting people through the neutral zone:
Strengthen intra-group connections: The neutral zone is a lonely place. People feel isolated, especially if they don’t understand what is happening to them. Old problems are likely to resurface, and old resentments are likely to come back to life. It is especially important to try to rebuild a sense of identification with the group and of connectedness with one another via good communication. Be wary of any arrangement or activity that shows a preference for one group over others. During this middle phase of transition, people want to feel that ‘we are all in this boat together
Employees need to see the role and their relationship to others in the new scheme of things. Until they know this, they can’t begin to adjust hopes and fears to meet their new reality. They need a role in dealing effectively with the transition process itself.
Leaders should ask: How can I make this interim between the old and the new not only a bearable time but a time during which the organization and everyone’s place in it are enhanced? How can we come out of this waiting time better than we were before the transition started?
Traditional Library examples: [describe what the Forums were] Staff forums around Main's temporary closure; continuing staff meetings during that time even though most staff were reassigned to different branches;
Example of AV/Computers and Media during the temporary closure & that leadership model might not have been the best choice.
Going forward, how does that team further come together
COVID Example:
ALA Annual – Council meetings via Zoom – seemed to be more participative; less intimidating; full of fresh voices & perspectives
MD
Picture: Be careful not to overwhelm people with a picture that is so far ahead of where they are or hard for them to identify with that they become intimidated rather than excited.
Examples:
How will the beginning work? Seeing it (visuals) makes it more successful
Why did we need the renovation in the first place? Why did Main need to close?
Tours to potential sponsors/donors: alignment & working forward
Internal and External – Arts Comm & Making equipment
COVID Example:
Opportunity of Zoom / screen share in summarizing the detailed Facilites Master Plan at the Board meeting. In a way it was BETTER to have the 10 slides as a focal point more than the 150 report. Detailed summaries are the key!
AH
Plans are immensely reassuring to people, not just because they contain information, but because they exist.
Give people information: Say what you know, admit you don’t know more and provide a timetable for additional information, repeat the cycle often and regularly. It helps to have access to living documents of what leaders are working on. We need to know what you don’t know, otherwise we assume you’re keeping things from us either because you’re afraid to admit what you’ve decided, you don’t understand what we need to know, or you just don’t care. In an information vacuum, which voice is going to dominate? The one who says, “We can DO this, everyone! It’s going to be GREAT!”? Or the one who says “WE’RE GOING TO DIIIIIIEEEEEEEE! Children and highly literate people to the lifeboats! Run away!”?
Plans also help those who are operationally or functional minded, the picture can be interesting, but they get frustrated by lack of details. For them, the question is, “What do we do on Monday?” A transition plan outlines the steps and schedule by which people will receive the information, training and support needed to make the transition. It lays out the nature and timing of key events.
In communications along the way, effective leaders speak to wherever people are NOW, not just to where they’ll be “someday”. At this point, employees need help, not in achieving the destination they’ll ultimately reach, but in taking the NEXT BEST STEP in the transition process. What kind of reinforcements will help people develop the new attitudes and behaviors that will be necessary if the new beginning is to work? Point of a plan isn’t to share every bit of info for everything that could possibly happen – just what makes sense now
Talk about Jason’s “This will Only take a minute” and COVID update messages. Digests of what he’s working on/thinking about. A great way for us to know what’s coming down the pipe.
Best Example of a Plan that made a huge difference:
Sharing new Job descriptions and clear timeline for phasing in new administrative positions
Tiered plans – Service Models Workgroup
AH – add link to values to this slide
MD
When people trust their leaders, they’re willing to undertake change, even if it scares them. The good news is that you can build trust; the bad news is that it takes time to build it.
Share yourself honestly (but beware of using “honesty” as a cover/excuse for hostility). A lot of mistrust begins when people are unable to read you. While hiding your shortcomings may polish your image, it ultimately undermines people’s trust. Admitting an untrustworthy action is itself a trustworthy action. Example?
Don’t be surprised if your trust-building project is viewed suspiciously. Asking people to let go of their old mistrust of managers puts them into a significant and dangerous-feeling transition. Their mistrust – justified or not—was a form of self-protection, and no one gives that up easily.
Leaders often find themselves fighting old battles (some possibly preceding that person’s tenure) when transition starts. Old grievances resurface, old scars start to ache, and old skeletons come tumbling out. On the positive side, every transition is an opportunity to heal the old wounds that have been undermining effectiveness and productivity. It is never too late to become an organization that manages its people well. For that reason, the old scar and the unresolved issue are great gifts. They represent opportunities for organizational enhancement.
Examples: Innovation Incubator – depts/agencies keep a lane open for success
That tool is key to developing the mental skills necessary to build trust and innovation!
COVID Examples:
Building on what Amy shared about Jason’s messaging - Connecting messages to our Values
- Take the time to establish and connect to Values (before the next pandemic!)
- Right now is a good time to "lift" your organizational culture
MD
Beginnings are psychological phenomena. They are marked by a release of new energy in a new direction—they are the expression of a new identity. They are much more than the practical and situational “new circumstances” that we might call starts.
Situations can change quickly; beginnings take place only when people are ready to make the emotional commitment to do things the new way and see themselves as new people
Examples: Preparing for Opening Day!
Bringing staff back 4 weeks ahead – some admin pushback (it’s their JOB to pushback – that’s part of what we need to have accountability and good rationale for our planning/work)
The new department, Fact and Fiction, decided to use a new tool together – they started with Basecamp and are now transitioning to Microsoft Teams. It is proving to be a great place to share detailed work plans and progress reports for learning equip, services & cross training. It’s something new that hadn’t existed for any of them before.
We’re at the beginning Right Now (example of goal setting / visualizing during the January MDSM meeting)
- and now trying to offer all of those good ideas, programs, and services remotely.
AH
Bridges shares a very effective German proverb: A great war leaves a country with three armies: an army of cripples, an army of mourners, and an army of thieves.
Similarly, a poorly or unmanaged transition leaves behind:
Survivors who have been wounded by the changes they have been through and are unable or unwilling to go forward
Those who are grieving over all that they have lost in the change and unable to appreciate or even understand any benefits that have been gained
Those whose loyalty and ethics have been so compromised by their experience that they turn hostile, self-centered, and subversive
(It's like looking in the mirror with Covid, isn't it!?) Poorly or unmanaged transition creates an exhausted and demoralized staff who may consciously or unconsciously hinder positive outcomes and further growth. Either way, transition takes time. You get to decide where you spend it: helping people through the transition, or managing the chaos that remains after ignoring or skimping on the process that would have helped people get through.
Management always takes two sides – people need to be willing to move and listen. Staff have a role to play in making transition manageable. Making them a part of the process is key to overcoming the resistance to change. Talking with them objectively about where they are in the process is very helpful.
While massive construction projects and complete administrative reorganizations won't happen to everyone in their careers much less the same year like it did for us, we can certainly see Covid as the universal example of transition management; a frame of reference that everyone in the world can understand.
What have others done to move through this time? What can we learn? How are our communities changing and how can we meet them where they are NOW with and responsibility and grace?
Service models workgroup – making what we do accessible. Planning for Test and try.
MD
Bridges shares a lot of tools and goals for managing transitions. Don’t feel like you need to use all of them!
The tools you choose depend on where your culture is and what your culture needs.
In Toledo, the culture we’re building needs:
Commitment to regular communication
Evolving forms and documents with reliable info
Continual reassurance that “it’s going to be okay”and will be BETTER if you involve yourself in the meetings & discussions
Right now, each of you can commit to making one change. What will it be?
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