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“The Times They are a Changin g !”. Betsy J. Webb, SPHR Professional Development & Training Manager, Human Resources Montana State University. What Matters in Creating S uccessful C hange. Changes…. Change in family membership during last twelve months (additions or losses)

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the times they are a changin g
“The Times They are a Changing!”

Betsy J. Webb, SPHR

Professional Development & Training Manager,

Human Resources

Montana State University

What Matters in Creating Successful Change

changes
Changes…
  • Change in family membership during last twelve months (additions or losses)
  • Change in health of a family member (better or worse)
  • Change in employment – you or your partner
  • Change in financial state (better or worse)
  • Change in living conditions (move, renovation, damages)
  • Change in school status (started or ended)
  • Change in sleep habits
barnga
BARNGA

To Explore…

Cooperative Learning

Competitive Playing

instructions
Instructions
  • 8 people at each table: Form two teams of 4 at your table. Each half table is a game of 4 people. Teams are 1A and 1B, or 2A and 2B, etc.
slide7

Two games at each table; 4 players per game. Choose a partner and sit across from that person

instructions continued
Instructions, continued
  • Learn FIVE TRICKS – 7 minutes
    • Instructions/rules in envelope
    • Read instructions/rules
    • Practice a few rounds
    • Put instructions back in envelope
gag order
Gag Order
  • NO – Talking
  • YES – Gesturing
  • NO – Written Words
  • YES – Pictures (drawing them)
tournament round 1
Tournament – Round 1
  • Play FIVE TRICKS
  • Play for 4 minutes
  • Play several games
  • Keep score, Play by the rules
round 2
Round 2
  • Winning team from each table switches to the next table.
    • Winners from Table 1A go to Table 2A, 1B goes to 2B. Winners from Table 2A go to Table 3A, 2B goes to 3B, etc.
    • Winners from last table go to Table 1
  • Play FIVE TRICKS again for 4 minutes
  • Same GAG ORDER and RULES apply
round 3
Round 3
  • Winning team from each table switches to the next table.
    • Winners from Table 1 go to Table 2, Winners from Table 2 go to Table 3, etc.
    • Winners from last table go to Table 1
  • Play FIVE TRICKS again for 4 minutes
  • Same GAG ORDER and RULES apply
round 4
Round 4
  • Winning team from each table switches to the next table.
    • Winners from Table 1 go to Table 2, Winners from Table 2 go to Table 3, etc.
    • Winners from last table move to Table 1
  • GAG ORDER is lifted
    • You may talk with players at your table!
  • Play FIVE TRICKS again for 4 minutes
debrief
Debrief

BARNGA is about change management How do people react to unexpected change and the resulting uncertainty, especially when there is little or no communication?

how did you feel
How Did You Feel?
  • How did you feel about playing the game?
  • How do you feel about the outcomes?
  • What were your feelings towards:
    • The Facilitator
    • Your Opponents in Round 1 (same rules)
    • Your Opponents in Rounds 2 & 3 (different rules)
    • Players at the other tables
what happened
What Happened?
  • What important things happened during the game?
  • What surprising things happened during the game?
  • What stressful things happened during the game?
what did you learn
What Did You Learn?
  • Identify some principles that occur to you based on this game
    • Such as: In many interpersonal situations, we make unwarranted assumptions.
o ther principles
Other principles:
  • People engaged in the same activity may use different procedures.
  • Everyone may not be operating from the same set of rules.
  • Lack of communication hinders cooperation and resolution.
  • People sometimes look to “leaders” or outside guidance for help when there is uncertainty and/or chaos.
  • Assertive people have an advantage.
  • In a conflict situation, some people give up easily rather than explain their views.
o ther principles cont
Other principles (cont.):
  • When other people behave differently from your expectations, you may assume they are dishonest or ignorant.
  • Whenever you learn a “standard” set of rules, you feel that they are the only correct set of rules.
  • The “home team” may have the advantage in being able to impose its rules on people coming from the outside.
  • After going through a culture shock, people find it easier to accept further shocks.
change
Change
  • Why do we resist change?
  • When is change good?
  • When is change bad?
  • How can someone convince you that change needs to be made?
  • Does it matter who it is trying to convince you that change needs to be made?
change viewpoints
Change viewpoints

For Implementers:

  • Unexpected
  • Unnecessary
  • Out of control
  • Disruptive
  • A problem
  • Limits choice

An ending - Victim

For Decision-Makers:

Purposeful

Necessary

Planned

Paced

An improvement

An opportunity

A beginning - Navigator

four attitudes towards change
Four Attitudes Towards Change

Apathetics:have not heard of the change or simply do not care. Might believe they can ignore it and it will go away.

Resisters:openly and actively challenge the change or covertly undermine the change.

Advocates:believe the change will make a difference, interested in sharing their expertise and enthusiasm.

Incubators:thinking about change, but not sure about it. Thinking about learning and testing the concepts against their own experience.

slide24

Three Conditions for Successful Change

Valid Information – good communication going and coming to all levels of employees

Informed Choice – having the opportunity for all levels of people to have some choice about the new plans and changes.

Internal Commitment – to have any change be successful all people must be committed to the course of action. There will be varying degrees of commitment, of course, but to be truly successful all people need to be committed to the general direction.

leading change the 7 levers
Leading Change – the 7 Levers

People Support

Environmental Support

Walk the Talk

Reward and Recognition

Infrastructure

  • How can you put key advocates in contact with incubators and apathetics?
  • Mass Exposure
  • Hiring Advocates
  • Removing Resisters

Shapiro, A. (2003). Creating Contagious Commitment, Applying the Tipping Point to Organizational Change.

slide26

Rider – provides planning and direction

Elephant – provides the energy

Riders without Elephants have understanding without motivation

Elephants without Riders have passion without direction

Reluctant Elephant and Wheel-spinning Riders can ensure that nothing changes

When both move together – change can come easilyShaping the Path (environment)

Heath, C. & Heath, D. (2010). SWITCH: How to Change Things When Change is Hard

slide27

Betsy Webb

994-4275

elizabeth.webb@montana.edu