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“The Times They are a Changin g !”

“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 !”

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  1. “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

  2. 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

  3. “Fear, uncertainty and discomfort are your compasses toward growth.” Unknown

  4. BARNGA To Explore… Cooperative Learning Competitive Playing

  5. “All great changes are preceded by chaos” Deepak Chopra

  6. 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.

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

  8. Instructions, continued • Learn FIVE TRICKS – 7 minutes • Instructions/rules in envelope • Read instructions/rules • Practice a few rounds • Put instructions back in envelope

  9. Gag Order • NO – Talking • YES – Gesturing • NO – Written Words • YES – Pictures (drawing them)

  10. Tournament – Round 1 • Play FIVE TRICKS • Play for 4 minutes • Play several games • Keep score, Play by the rules

  11. 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

  12. 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

  13. 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

  14. 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?

  15. 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

  16. What Happened? • What important things happened during the game? • What surprising things happened during the game? • What stressful things happened during the game?

  17. 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.

  18. 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.

  19. 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.

  20. How Does this Relate to your real world?

  21. 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?

  22. 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

  23. 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.

  24. 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.

  25. 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.

  26. 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

  27. Betsy Webb 994-4275 elizabeth.webb@montana.edu

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