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Change and Transition Management: – Excerpts From A Workshop

Change and Transition Management: – Excerpts From A Workshop. By Nancy Lorsch, Ph.D. Lorsch, Berke & Associates. Agenda. Impact/Reactions to Organizational Change Predictable Problems Context: A Model of Change & Transition Your Role/Behaviors in Support of Organizational Change.

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Change and Transition Management: – Excerpts From A Workshop

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  1. Change and Transition Management:– Excerpts From A Workshop By Nancy Lorsch, Ph.D. Lorsch, Berke & Associates Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  2. Agenda • Impact/Reactions to Organizational Change • Predictable Problems • Context: A Model of Change & Transition • Your Role/Behaviors in Support of Organizational Change Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  3. Predictable Problems When Change Occurs • Uncertainty and ambiguity • Mistrust • Self-preservation • Communication tangles • Loss of team spirit • Power struggles • Low morale, weak commitment • Productivity problems Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  4. Most Common Concerns • PERSONAL: “What will happen to me?” • CAREER: “Will I have a job? If so, will I be competent at it?......? ” • FINANCIAL: “Should I put off plans to buy (... a car;...)?” “How will I pay my bills (;...mortgage)?” Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  5. Management’s Challenge • To simultaneously: • Process personal concerns • Provide help and support to your employees • Provide leadership and….. Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  6. Response To The Challenge:Leading Transition Support • Desirable leadership behaviors during successful transitions focus on both: • task issues • people issues Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  7. Responding To The Challenge • Understand how people (yourself included) react to change • Help yourself, your management, and your employees deal with the unsettling effects of change Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  8. A Model For Understanding Change And Transition PRESENT STATE TRANSITION STATE FUTURE STATE Adapted from William Brideges Managing Transitions: Making the Most of Change Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  9. Understanding Change And Transitions • It isn’t change that does you in--it’s the transitions (….contact Lorsch, Berke & Associates for more…..) Adapted from William Bridges Managing Transitions: Making the Most of Change Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  10. THE THREE PHASES OF TRANSITION DESIRED FUTURE STATE PRESENT STATE PHASE I PHASE II PHASE III ENDINGS > IN-BETWEEN > REORIENTATION Adapted from William Bridges Managing Transitions: Making the Most of Change Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  11. ENDINGS Shock ….. ….. ….. IN-BETWEEN …… Depression Suffering ….. What To Expect During The Transition Phases REORIENTATION ….. …… Exploration ……. Contact Lorsch, Berke & Associates for more Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  12. MANAGERS Calm the troops ………… Commit to the change Control rumors ….. EMPLOYEES Acknowledge/understand emotional reactions …… ,,,,,, ……. Stay focused on the on-going work. ……. Desired Transition BehaviorsPhase I: Endings Supporting Personal Well Being Supporting Organization Transition Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  13. MANAGERS ….. Provide assurances, reduce uncertainty Recognize/reduce resistance …… …… Continue making day-to-day decisions …… ……. EMPLOYEES Understand/acknowledge “psychological soreness” …….. Stay focused on on-going work …… …… Support special projects and transition work …….. DESIRED TRANSITION BEHAVIORSPhase II: In-Between Supporting Personal Well Being Supporting Organization Transition Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  14. MANAGERS Attend to those “lagging” behind Support curiosity …… ……. Shape and reinforce the new culture ……. …….. Involve people in planning for the future EMPLOYEES …… ………. Understand new role and individual performance objectives …… Build positive relationships with new boss or coworkers …….. DESIRED TRANSITION BEHAVIORSPhase III: Reorientation Supporting Personal Well Being Supporting Organization Transition Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  15. COMMUNICATION AS A LEADERSHIP TOOL DURING TRANSITIONS • COMMUNICATECOMMUNICATECOMMUNICATE • Be supportive of Company direction and higher management • …… • Explain why schedules and plans often change • ……. • …… • Use multiple methods of communication Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  16. SO WHAT? NOW WHAT? • How can you determine which phase of transition each of your employees is in? • What actions might you take to more effectively guide and respond to employees during this transition? • …… Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

  17. NEXT STEPS • Talk with Lorsch, Berke & Associates about enhancingworkforce capability in the area of Change and Transition Management in your organization Lorsch, Berke & Associates 760-436-4853 nancy@lorschberke.com

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