Catherine BaumgardnerPresident

CHANGE

How to Make Change Work for YOU!

Presented to:ARCSV

June 1, 2011

“Change starts when someone sees the next step.”—William Drayton (American politician 1776-1846)

“There are things I can't force. I must adjust. There are times when the greatest change needed is a change of my viewpoint.”—Denis Diderot (French philosopher 1713-1784)

“When you’re finished changing, you’re finished.” Benjamin Franklin

Thoughts on change…

At the end of this session, you should be able to:

Describe change and your reaction to it Identify some strategies for coping with change Create a plan to be more personally resilient to

change

Today’s Objectives

What do you think and feel when you hear the word “change”?

How Do You Perceive Change?

Four Stages of ChangeSource: Jaffe & Scott, 1992

Denial Resistance Exploration Acceptance

One View of Change

What Causes Change?

EXTERNAL INTERNAL

Technology Economy Market Niche (competition) Government regulations Changing customer needs Human or social needs and

values

Leadership and vision Workforce demographics Employee Dissatisfaction Innovation Performance failures

In pairs, identify discuss the following questions with respect to the American Red Cross: What are the external causes of change? What are the internal causes of change? Identify 3 ways from your perspective that the

organization can respond constructively to each change.

Exercise #1—Causes of Change

Change is inevitable, growth is optional!

A Thought…

Loss Mistrust of leadership Disagree with the change Low tolerance for change A disturbance Unpredictability Effort to learn new things

Why Do We Resist Change?

Resistance helps us to… Clarify the problem Identify other issues that may need to be addressed

first Question and improve on the change Make the changes stronger Make sure that the change is right! Focus on the opportunities to be gained

It’s all in how you perceive it!

Why is Resistance to Change Important?

Conserver Pragmatist Originator

Complete the brief assessment. Distribute a total of 3 points to each pair of statements. Depending upon how strongly you agree with statement A or B, assign the statement 0, 1, 2 or 3 points.

0=almost never1=sometimes2=often3=almost always

How Do You React to Change?

Change Style Preference

Source: Musselwhite, C., Ingram, R. (1998)

Interpretations of Styles

Conservers Pragmatists Originators•Accept structure•Prefer incremental change

•Explore structure•Prefer functional change

•Challenge structure•Prefer expansive change

How do these styles prefer to collaborate about change?

Source: Musselwhite, C., Ingram, R. (1998)

Interpretations of Styles

Conservers Pragmatists Originators•Prefer to keep current structure operating smoothly•Focus on relationships•Encourage building on what is already working

•Prefer balanced inquiry•Focus on shared objectives•Encourage looking at the current circumstances before changing

•Prefer to challenge accepted structure•Focus on the task•Encourage exploring new possibilities

Potential Style Pitfalls

Source: Musselwhite, C., Ingram, R. (1998)

Interpretation of Styles

Conservers Pragmatists Originators

•May discourage innovation by promoting existing rules, policies and regulations•May delay completion of tasks because of perfectionism•May appear set in their ways

•May appear indecisive and undirected•May not promote ideas and priorities enough•May appear “wishy-washy”

•May not adjust their vision to the facts, logic and practical constraints of the situation•May not adapt well to policies and procedures•May not complete the task

Keeping in mind your own change style, how would you introduce change to peers with types other than your own?

How might you need to flex your style to better collaborate with other types?

How can you work better with others on your team?

Exercise #2—Managing Your Response to Change

Keep change in perspective Understand how you react to change and

adapt Be sure of who you are and what you want to

accomplish Be organized Be a part of the solution Build strong organizational relationships Be proactive

Becoming Resilient

“The only person who likes change is a wet baby.”—Mark Twain

And Perhaps….

YOU!

Click to edit Master subtitle style

Catherine Baumgardner & Associates, Inc.(717)285-2240

www.catherinebaumgardner.com

Questions or Comments?

Thank YOU!