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Change

Explore the stages of change and transition in adapting to new situations, based on the work of William Bridges. Learn how to predict and manage responses to change, and enhance resilience through open communication. Discover leadership strategies and resources for supporting others through significant organizational change.

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Change

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  1. Change The Complex Process of Adapting to Reality…

  2. Change… • Lorem … • Ipsum . • Dolor sit amet, • Consectetur adipisicing

  3. Change And Transition • Change • A situational event • External • Starts with a beginning • Transition • A process over time • Internal • Starts with an ending and then gets messy in the middle… Based on work of William Bridges

  4. Starting at the End • When Change Happens – Something Else Ended. • What is a significant thing in your own life/org that “ended” when some new “change” was introduced?

  5. Organizational Change Present State Transition State Desired State image credit: Daryl Conner, Figure 4, page 88

  6. Noticing the Transition Present State Transition State Desired State • What transition state is currently uncomfortable in your organization – something that is not what it was, but also not what it could be?

  7. Predicting the Path of Change • There are predictable responses to the reality of change • Kubler-Ross Death and Dying Model • Conner’s Response to Change Curve • Each model shows a “dip” in productivity and attitude with the onset of change

  8. Gap Analysis NEW BEGINNING ENDING • Current State • Desired State • Cost and Savings Projected • Length of Time to Implementation • Hooray! Let’s Go!

  9. THE TRANSITION CYCLE NEW BEGINNING Enthusiasm Anxiety ENDING Denial Energy Anger Shock Hope Resistance Fear Impatience Anger Acceptance Frustration Skepticism Confusion Stress Creativity Approach-Avoidance NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross

  10. Skiers NEW BEGINNING Enthusiasm Anxiety ENDING Denial Energy Anger Shock Hope Resistance Fear Impatience Anger Acceptance Frustration Skepticism Confusion Stress Creativity Approach-Avoidance NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross How You’d Like It to Go How it Really Goes

  11. Talking About Change • Talking about change up front can enhance the resilience of those who have to live with the reality of it. “Y” moment: When I had worked through my reservations and was ready to give it a try “X” moment: When I first began to think about it

  12. Leadership Differentiation:Relentlessness & Compassion NEW BEGINNING Enthusiasm Anxiety ENDING Denial Energy Anger Shock Hope Resistance Fear Impatience Anger Acceptance Frustration Skepticism Confusion Stress Creativity Approach-Avoidance NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross Sober Selling Support /Inspiration RelentlessCommitment

  13. Doing Something Helpful… Pick an area of significant change in your org, and locate where you and/or your colleagues are on the curve. • For an upcoming change that you know about – what X Moments could you create for those impacted? OR • What leadership stance/support might be useful? Sober Selling Relentlessness Inspiration and Support

  14. Resources… • William Bridges, Transitions • Daryl Connors, Managing At the Speed of Change • Alan Deutschman, Change or Die • Howard Gardner, Changing Minds • John Kotter, Managing Change To Reduce Resistance • Elisabeth Kubler Ross, On Death and Dying • Dana Meadows, Limits To Growth • Dean Ornish, Program For Reversing Heart Disease www.mgs-us.com

  15. Thank you Maureen MacCarthy maureen@mgs-us.com

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