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Buoyancy: Navigating Change and Managing Anxiety

Learn how to stay afloat amidst change by developing self-belief, control, persistence, and composure. Discover the importance of planning and offsetting risks to avoid being overwhelmed by anxiety.

michaelhawkins
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Buoyancy: Navigating Change and Managing Anxiety

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  1. Buoyancy – stay afloat • Self belief • Control • Persistence • Composure – don’t let anxiety overwhelm • Planning – being able to see risk before it engulfs you! OFFSET RISK We can all be anxious but it is the way that we respond to anxiety that is important: Do we work harder or do we ‘avoid’ Or 5 c’s from previous page

  2. MANAGEMENT AND CHANGE To improve is to change; to be perfect is to change often.

  3. management and change • Year 12 slideshow on same topic • responding to internal and external influences • managing change effectively • identifying the need for change • business information systems • setting achievable goals • resistance to change • management consultants

  4. What is organisational change?Change is the one constant in the business world. complete the following table....

  5. Responding to internal and external influences • Organisational change is the adoption of a business’s new idea or behaviour in response to internal or external influences. • Internal influence could be? • External influence?

  6. Responding to internal and external influences • The ability to embrace, manage and adapt to change will increasingly determine a business’s competitive advantage. • Successful managers are the ones who anticipate and adjust to changing circumstances.

  7. From smh : How to survive and thrive Julianne Dowling October 19, 2009 Work as a team to thrive Companies which work more closely as a team, and think about their impact on the wider community have a greater chance of survival, says a leading academic studying organisational change. Read more: http://www.smh.com.au/business/clevel/how-to-survive-and-thrive-20091019-h4ix.html#ixzz1T0RLB2cK

  8. What types of change are there? • Changes can be major (transformational) or minor (incremental) • Can you think of an example of each type of change • Major/transformational: • Minor/incremental:

  9. RESPONDING TO FORCES OF CHANGE When a business responds to the forces of change, the result will be a change to its: - organisational structure, including outsourcing, flatter structures and work teams - business culture; for a business to survive in the long term, changes should be reflected in its culture • human resource management practices, including recruitment and selection, training, performance appraisal, and redundancy procedures • operations management, including flexible manufacturing and quality assurance.

  10. MANAGING CHANGE EFFECTIVELY • To manage change effectively requires the change to be as productive as possible; to make it a process for revitalising and strengthening the business. • Managers must develop strategies for managing change effectively. • Identifying the need for change and setting achievable goals are two low-risk strategies for managing change. • A business’s success or failure to accurately identify what needs to be changed depends on its ability to collect, organise, process and retrieve information quickly. • Manipulation and threat are two high-risk strategies for managing change.

  11. RESISTANCE TO CHANGE • What factors or who do you believe resist change?

  12. Resistance to change At the same time as managers are undertaking — driving — change for the best of reasons, there will be restraining forces working against the change, creating resistance. The main reasons for resistance to change include: – management – why? – fear of job loss – why? – disruption to routine – why? – time – why? – fear of the unknown – why? – inertia – why? – cost – why?

  13. Resistance to change – management (may make hasty decisions or be indecisive) – fear of job loss (fearful of changes that threaten job security or require new work routines) – disruption to routine (worried that they cannot adapt to the new procedures that threaten established work routines) – time (either poor timing, or lack of time) – fear of the unknown (feelings of lack of control and anxiety) – inertia (prefer to stay with the safe and predictable status quo) – cost (financial cost of implementing major changes can be substantial).

  14. Driving forces for change vs resisting forces against change • Driving forces are those forces that initiate, encourage and support the change. • Restraining forces are those that work against the change, creating resistance. • Resistance to change is common among managers and employees. . • Two strategies for overcoming resistance to change include: – creating a culture of change (encouraging teamwork) – providing positive leadership (sharing the vision). • The main role of management consultants is to help businesses improve their performance and assist with change management.

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