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Dealing with Change. AIChE October 31, 2012. Halloween A Time for Change It marked the end of the harvest season and the beginning of winter or the 'darker half' of the year. Change…. No matter what you do, how you do it, when you do it or where you do it… you will always
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Dealing with Change AIChE October 31, 2012
Halloween A Time for Change It marked the end of the harvest season and the beginning of winter or the 'darker half' of the year.
Change…. No matter what you do, how you do it, when you do it or where you do it… you will always encounter……………. Stephen J. Thomas. LLC and Industrial Press, Inc
Factors Contributing to Resistance Increased anxiety Work overload Mixed signals, confusing priorities Important tasks go undone Confidence and loyalty to the organization goes down Some people rush forward (irritating others) Others want to go back to the old (irritating the rest) Source: Managing Transitions, William Bridges
Two Tools of Change Leadership Change Management Plan: Starts with the outcome(the vision) and then works backward, building case for change, emphasizing execution and commitment to stay the course.The focus of leadership. Transition Management: The journey of the change. Starts where the people are and works forward – step by step – the schedule of events, information flow, dealing with responses to the change, specific actions and interventions. Directs the involvement of all levels. Source: Managing Transitions, William Bridges
The CHANGE Make it Stick Vision LEADERSHIP LENS Driven by the Future Current Reality D Focus on the Present Case For Change
Change Management Plan Eight-Step Process 1. Increase Urgency 8. Make Change Stick 2. Build the Guiding Team 7. Don'tLet Up 3. Get the Vision Right See + Feel = Change 6. Create Short-Term Wins 5. Empower Action 4. Communicate For Buy-In HarvardBusinessSchoolPublishing
Change Management Plan • Simplicity in message • Case for Change • Clarity of Vision • Emotional Connection • Help me not only see the change but feel the change • Consistent Communication • Gain buy-in • Execution and Commitment to Stay the Course • Empower action • Create short-term wins • Don't let up • Make change stick
All Change Brings Loss"For a period of time, there is nothing to hold on to. Nowhere between two some-wheres. Suspended between was and will be." Accept the reality of losses. Types of losses include: Security: no longer in control Competence: don't have skills for the future Relationships: will lose contact with friends/important relationships Sense of Direction: personal goals are at risk Territory: what used to belong to me is gone Source: Managing Transitions, William Bridges
All Change Brings Loss Acknowledge the losses openly and express concern for the people impacted (pretending that nothing has happened only generates resentment). Don't be surprised at overreaction. Expect and accept signs of grieving. Clearly define what is OVER and what is not – what goes and what disappears. Honor the past for what it has accomplished. People will feel alone. Maintain communication and normal social interactions. Source: Managing Transitions, William Bridges
Emotional Responses During Transition • Denial • Shock, “I just can’t believe this...." • Anger (flood of emotions) • Including rage, envy, and resentment • “Why I am so mad I could....” • Bargaining • “If we could just go back to the old days…or…delay this a little longer…or…” • Depression (grief) • Includes sadness, gloominess, pessimism, guilt, and feelings of worthlessness • “Well, I just don’t care about anything...” • Acceptance • Intellectual: “Well, there is nothing I can do about it” • Emotional: “I am going to make the best of it” Video – Managing Change
Helping PeopleThrough the Responses • Denial • Expect it, listen to it, don’t judge it as negative, keep case for change before them, share information • Anger (flood of emotions) • Allow for venting, but do not tolerate destructive behavior. Encourage sources of employee assistance if necessary. • Bargaining • Listen and communicate reality of business conditions and why changes were necessary. • Depression (grief) • Listen. Be supportive, provide encouragement. Encourage sources of employee assistance. • Acceptance • Acknowledge positive response. Keep people focused on the things they can influence that will improve the business.
Be Consistent in Words, Actions, and Rewards "Example is not the main thing in influencing others, it's the only thing." Source: Managing Transitions, William Bridges
The most important Change Leadership skills are; The ability to see the change from the frame of reference of those impacted by the change, and the ability to help others adjust their frame of reference or to help them form a new one.
