understanding & managing change
TRANSCRIPT
Understanding & Understanding & Managing ChangeManaging Change
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Our Learning Our Learning Objectives Objectives
• To promote the idea that a positive self-image will help manage change
• To discuss how personal life changes are a part of life
• To discuss the effects of workplace change • To discuss how whether change is positive,
negative and why there is resistance to change• To discover why change is GREAT
What Is Change ?What Is Change ?
– Change– To Make Difference in Some Particular:
ALTER– To Make Radically Different: TRANSFORM– To Give a Different Position, Course or
Direction– -- Webster’s Collegiate Dictionary
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Change as a Force in Our Change as a Force in Our LivesLives
• Change is all around us: all we need to do to verify this is to look around and see the effects of time.– Our own physical changes– The neighborhoods we grew up in– Alumni gatherings
• So, the question for us to consider: Is all change the same?
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Your Experience with Your Experience with Change Change
• Think back about a time in your personal life when you experienced change.– What was the change?– What did you experience?– How did you react to it?– How did you resolve or accommodate the change?
• Share your experience with a colleague at your table.
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Reflecting on ChangeReflecting on Change• So, what do your experiences about
change tell us about the nature of change?– Hard or easy to accommodate to change?– What determines whether it’s hard or
easy to adjust to change?• What can we conclude about the
nature of change?
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McREL’s Definition of McREL’s Definition of ChangeChange
A change is defined by the implications it has for the people
expected to implement it and / or those who will be impacted by it.
The same change can be perceived differently by different stakeholders.
Source: Balanced Leadership Participant’s Manual, McREL, 20057
Magnitude of ChangeMagnitude of Change
Incremental
Technical
Continuous
First-Order
Fundamental
Adaptive
Discontinuous
Second-Order
Source: Balanced Leadership Participant’s Manual, McREL, 2005 8
Order of ChangeOrder of Change
• Definition: Order of Change
Order of change is the magnitude & implications of change for the people
expected to implement them or those who will be impacted by them.
Source: Balanced Leadership Participant’s Manual, McREL, 2005 9
First-order ChangeFirst-order Change
• Definition: First-order Change
First-order change implies a logical extension of past & current practices
intended to make incremental improvements in the current situation. First-order changes can be implemented
with current knowledge and skills.
Source: Balanced Leadership Participant’s Manual, McREL, 2005 10
Second-order ChangeSecond-order Change
• Definition: Second-order Change
Second-order change implies a fundamental or significant break with past
& current practices intended to make dramatic differences in the current
situation. Second-order changes require new knowledge and skills for successful
implementation.
Source: Balanced Leadership Participant’s Manual, McREL, 2005 11
Change in Your SchoolChange in Your School• Think about something in your school /
college that you would identify as 1st order change:– What characteristics made it 1st order change?
• Now, think about something in your school / college that you would identify as 2nd order change?– What characteristics made it 2nd order?
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• Innovating the most is not the goal• Having the best ideas is not enough• Appreciate the Implementation Dip• Respect resistance• Create a culture of change• Understanding change as complex; not a checklist
Understanding the Change Understanding the Change ProcessProcess
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Stage 1Awareness
Stage 2
Learning, acquiring, & practicing
Stage 3Stability
Source: The Leadership Assignment: Creating Change, Raymond L. Calabrese
The Change StagesThe Change Stages
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Four Basic Premises of Four Basic Premises of ChangeChange
• The change “trigger” is often beyond the control of the people who experience it
• The central focus of managing change must be on the people experiencing the change
• Actions, behaviors and communication are the keys to successful change management
• To manage change, manage yourself first, influence others later
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People Respond to People Respond to Change….Change….
• At different rates
• At multiple levels: personally, professionally, socially and organizationally
• By seeing it as opportunity or danger
• Successfully, or by being resilient 16
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The Phases of ChangeThe Phases of Change Source: Psychologist Kurt Lewin, 1958
Three Phases of Change:
1. The Present state2. The Transition state3. The Desired state
The Phases of ChangeThe Phases of Change
• Ending
• Transition
• Beginning
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Phases 1 Phases 1
• Present State – Status Quo
Continues indefinitely--Not necessarily a good state
Force disrupts it
EndingEndingThe goal of this phase is
to understand the change process and the steps needed to move through it
• Dealing with grief and loss issues
• “Normalizing” change• Communication in the
ending phase
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Phase 2 Phase 2 The Transition State
An uncomfortable phase involving:
High stressInstabilityUncertainty
Result: Learn new attitude or behavior
TransitionTransitionThe goal of this phase
is to regain the expected decreases in productivity
• Identifying priorities• Identifying &
minimizing resistance to change
• Identifying personal strengths, needs and resources
• Communication in the transition phase
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Phase 3Phase 3
• The Desired State
New status QuoComfortable feeling
Note: Pain of present state must exceed the of the transition state
BeginningBeginningThe goal of this phase
is implementing the new
• Flexibility, focus & attitude
• Stress management for change
• Communication in the beginning phase
• Developing an action plan
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Managing Complex Managing Complex ChangeChange
Vision
Skill
IncentiveResourcesActionPlan
• All elements are needed to effectively manage complex change
• Without vision-confusion• Without skill-anxiety• Without incentive-
gradual change• Without resources-
frustration• Without action plan-
false starts
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FlexibilityFlexibility• The ability to adapt or
deal with ambiguity• The ability to
successfully handle several things at one time
• The ability to prioritize, delegate and provide clear communication
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FocusFocus
• The ability to grasp & share vision and long & short term goals
• The ability to celebrate gains made
• The ability to focus on solutions-not reasons for failure
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A Positive Attitude!A Positive Attitude!
• What are the attributes of a positive self-image or attitude?
• Why does it help with managing change?
AttitudeAttitude• The ability to be a
stabilizing force• The ability to take
care of oneself• The degree of
belief that change breeds creativity
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Stress and ChangeStress and Change
• Uncertainty
• Preoccupation
• Myths
• Disorientation
• Emotional turmoil
• Managing the speed of change
• Volume – number of changes
• Momentum – how long and length of time
• Complexity – Mergers -acquisitions
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Negative Reponses to Negative Reponses to Change: ResistanceChange: Resistance
Daryl Conner – 8 Stages for resistance to change in workplaces
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8 Stages of Resistance8 Stages of Resistance1. Stability – Status quo
2. Immobilization – Shock
3. Denial or rejection – “It won’t happen to me.”
4. Anger - frustration or hurt
5. Bargaining – deadlines, extensions, and reassignment
6. Depression – Helplessness, hopelessness, sense of failure (some dysfunctional behavior)
7. Testing – Regaining a sense of control – redefined goals
8. Acceptance – Realistic response, may not like it - productive framework
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Responses to Positive Responses to Positive ChangeChange
Source: Daryl Conner
Five phases of positive resistance to change:
1. Uninformed optimism – Naïve enthusiasm
2. Informed pessimism – Second thoughts – good decision
3. Hopeful Realism – Becoming confident
4. Informed Optimism – Expect good with bad
5. Completion - Acceptance
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Triggers for Negative StressTriggers for Negative Stress• Emotional demands – arguments, conflict,
personal news
• Physical demands – Illness, overwork, loss of sleep
• Environment factors – floods, fires, hurricanes, cold & heat, toxins, or poisons
• Hormonal factors – Puberty, Premenstrual Syndrome, Menopause
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Make a Commitment to Make a Commitment to ChangeChange
1. Know the cost of change2. Be committed to change3. Be committed to the process4. Set personal and professional goals
The Self-Management The Self-Management ProcessProcess
• What am I telling myself?
• What other meaning(s) have I attached to this situation?
• How do I feel?• What do I fear?• What do I think it will
look like?• What can I do to help
myself?36
• Understand and collaboration in an alliance of external & internal partners• Create positive relationships; work to resolve negative relationships• Appreciate diverse partners
Building Building RelationshipsRelationships
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Generate & increase knowledge both inside & outside your school / college / workplace• Create a collaborative culture that encourages knowledge sharing
Creating & Sharing Creating & Sharing KnowledgeKnowledge
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• Work through ambiguity that is present in the change process• Recognize that creativity results at the edge of chaos• Create coherence through the alignment of policies, assessment & professional development
Making CoherenceMaking Coherence
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Principles of Adult LearningPrinciples of Adult Learning
• BASIC ASSUMPTIONS:
– People learn in different ways.– Different methods facilitate
learning for different people.– Learning in any group will depend
on the design of the session.
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Principles of Adult LearningPrinciples of Adult Learning
• Adults learn best when…– They’re motivated. Motivation comes
from the context, relevance & involvement level of the work.
– Learning is conducted as a partnership.– Learning involves the learner’s primary
learning mode & is interactive & experiential.
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Principles of Adult LearningPrinciples of Adult Learning
•Adults learn best when…(cont.)
– There is an understandable structure & reinforcement.
– People’s attention & energy stay engaged & focused.
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What We Know About What We Know About ChangeChange
• Change will not stop- it will only go faster
• No matter how well planned, it will not be trouble free
• Each of us is accountable to making change acceptable
• Complex change is typically accepted if enough time is allowed
• Rapid change can occur if it’s a small adjustment
• Most people initially resist rapid and complex change
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Habits for the Age of Habits for the Age of ChangeChange
• Simplify• Seize the initiative• Learn or perish• Take personal responsibility• Accept the mess• Focus on solutions• Have a stress management
plan
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Cause for Major Family Cause for Major Family ChangeChange
Positive Change
Marriage Children Job change New home Adoption Foster child Empty nest
Painful Change
Separation Divorce Illness Death Job loss Child leaves home
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Change is GREAT for Your Change is GREAT for Your PocketbookPocketbook
Better quality Speedier service Less costlyMore competitionMore innovation Job security
Thank youThank you
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