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Take Charge of Change

Take Charge of Change. Today, We Will Explore . . . Why change is difficult What you can and should expect when experiencing or implementing change It’s actually quite predictable, but that doesn’t make it any easier How, through awareness, we can manage change more effectively

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Take Charge of Change

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  1. Take Charge of Change

  2. Today, We Will Explore . . . • Why change is difficult • What you can and should expect when experiencing or implementing change • It’s actually quite predictable, but that doesn’t make it any easier • How, through awareness, we can manage change more effectively • Resistance and resilience

  3. Your Perceptions • What are your reactions when you hear the word “change”? • Negative perceptions • Positive perceptions

  4. Why Is Change a Challenge? Driving Forces Restraining Forces TODAY

  5. What Are Some Common Driving Forces for Change? Driving Forces

  6. What Are Some CommonRestraining Forces? Restraining Forces

  7. Responding to the Forces for Change

  8. What We Know About Change • Self-chosen change is easiest • Change that affects relationships is more difficult • We are who we are because of change • Change is constant

  9. Our Responses to Change

  10. CHANGE STAGE 6 INTEGRATION STAGE 1 LOSS • Satisfaction • Focused • Generous • Fear • Cautious • Paralyzed • Confidence • Pragmatic • Productive • Resentment • Skeptical • Resistant STAGE 2 DOUBT STAGE 5 UNDERSTANDING • Anxiety • Confused • Unproductive • Anticipation • Creative • Energized DANGER ZONE STAGE 3 DISCOMFORT STAGE 4 DISCOVERY

  11. Origins of Change Resistance • We fear losing something that we value Expected loss Resistance • Based on perception of situation • Loss of status, power, social opportunities, comfortable status quo, competence

  12. Origins of Change Resistance • We lack trust in leaders or misunderstand their motives • May believe specific change was designed to take advantage of us • Concerned about unknown details, implications

  13. Origins of Change Resistance • We disagree on the merits of the change • Different sets of info or expectations about reasons for change, goals, desired outcomes, implications • Think proposed change not only won’t resolve problems but also is likely to increase them

  14. Origins of Change Resistance • We have low personal tolerance for change • Some people just don’t tolerate change well • May feel need to “save face” because we developed, strongly supported what is being changed • Pressure from others can encourage people to resist change

  15. Working Together … • Which of the reasons for change resistance are most likely causes for resistance in your work unit? • What are some actions that might be helpful to reduce that resistance? • See page 6

  16. Is Resistance Alwaysa “Bad Thing”?

  17. CHANGE STAGE 6 INTEGRATION STAGE 1 LOSS • Satisfaction • Focused • Generous • Fear • Cautious • Paralyzed • Confidence • Pragmatic • Productive • Resentment • Skeptical • Resistant STAGE 2 DOUBT STAGE 5 UNDERSTANDING • Anxiety • Confused • Unproductive • Anticipation • Creative • Energized DANGER ZONE STAGE 3 DISCOMFORT STAGE 4 DISCOVERY

  18. Thinking, Feeling, and Moving Through the Change Cycle

  19. Components of Change • Cognitive – Thinking and Reasoning • Emotional – Feelings and Values • Behavioral – Actions and “The Doing”

  20. Cognitive Components Thinking and using information: • What facts do you have? • What facts do you still need? • Who or what are your information sources? • What are your observations? • What are your conclusions?

  21. Cognitive Components Using beliefs to reason: • Descriptive beliefs • What is true or false? • Evaluative beliefs • What is good or bad? • Predictive beliefs • What will happen in the future?

  22. Emotional Components: Feelings • Feelings follow from the assumptions, conclusions, interpretations, and predictions of thinking and reasoning • Early Stages – More negative emotions • Mid-point – Conflicting emotions • End Stages – More positive emotions

  23. Behavioral Components: Action • Requires a firm decision • When you’ve agreed on a course of action • Expects, allows for emotional turmoil • Conflict and confusion are normal • Demands the actions required for the change to happen • There is no directed change if you only think about making a change, but never get around to doing it • Focuses on behaviors—small and large necessary to make the change happen

  24. Resilience

  25. Resilience is … • The ability to recover from or adjust easily to misfortune or change • The capability of a strained body to recover its size and shape after being subjected to adversity or stress

  26. Personal Resilience Dimensions • Self-assurance • Clarity of personal vision • Flexibility • Organizational skills • Problem-solving skills • Interpersonal competence • Social connections • Proactive approach

  27. Develop Your Resilience • Let’s identify two or three actions that you can take to develop and strengthen your resilience

  28. Tips for Handling Change • Strive to understand the change • Be willing to consider new ideas, approaches • Focus on what is, not what you wish for • Don’t believe everything you hear • Express concern in a positive way • Remind yourself of other difficult changes • Develop healthy outlets for tension

  29. Based on Today’s Discussion • What are three ways you can respond effectively to forces for change in your life?

  30. Today, We Explored . . . • Why change is difficult • What you can and should expect when implementing change • How we can manage change more effectively

  31. Thank You!

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