Objectives

1. Embracing & Managing ChangeShoreline Community CollegeMay 8, 2006Jan PaulTom SweeneyJane Benson Washington State Employee Assistance Program Department of Personnel

2. Objectives • Understand the process of change • Recognize it’s impact on you and on others • Managing yourselves and others during change

3. Employee Assistance Program • Confidential, no charge • Assessment, problem-solving & referral for employees & dependents • Work consultations to employees, mgmt & HR • Presentations to promote health, wellness & productivity • Case management, SAP & IME services • Critical Incident Management Services (CIM)

4. Change isn’t the problem. The difficulty lies in the transition of moving from the present state to one that is desired in the future.” “Managing Transitions: by William Bridges

5. Basic assumptions about change • Change is a normal part of life. • Most change is outside of our control but we can control our reaction to it. • Change comes in stages and the transition stage is the most difficult. • The uncertainty experienced during the transition stage is a highly stressful time. • Includes a feeling of loss and grief. • “Survivor’s guilt” is normal. • Change can be viewed as a challenge to let go of the old, to reassess outmoded thinking or beliefs, and to start new beginnings. • Change can be stimulating.

6. Irrational beliefs we have about change • Change is bad. • Change is unfair. • If I ignore it, it will go away. • It was much better the “old” way. • More………………………

7. What is change? • Break in normal routine • The unknown, ambiguous, uncertainty one must face…. • Challenge to our status quo • Unsettling the routine previously established • A process by which a person reshapes or reforms themselves in returning to a stable, functional condition

8. Feelings associated with change • Fear • Threatened • Anxious • Confusion • Anticipation • Avoidance • Excitement

9. Adjusting to Change “Ride the horse in the direction it’s going” - Werner Ehard

10. Benefits of adjusting to change • Restoration of a sense of order and purpose to life • Appropriate coping and development of adaptive behavior patterns required by the loss • Identification of a set of internal resources and strengths perhaps not previously evident in ourselves

11. Benefits of adjusting to change • A conservation of our personal energy by channeling it into necessary & desirable activities in the adjustment of change. • A realistic establishment of goals for ourselves & others that fit within the parameters of the resulting change. • An improvement of our mental health by reducing stress induced by the need for adapting to change.

12. People who actively avoid change in their lives • Withdraw from situations that might result in a need for change. • Deny the need for altered behavior resulting from a loss. • Get angry with the people in their lives who confront them with the need for change in order to adjust to the loss. • Are willing to do anything in order to avoid necessary changes in their lives.

13. Anticipated Change Revitalization Focused Vision New Energy Teamwork Integration Change Disrupted Workplace Low Morale Low Productivity Depression Denial Anger Confusion Lowered Self-Esteem Crisis Uncertainty Shock Mistrust “Fleeing Forward” Isolation

14. Stages of change • Denial – “Change won’t really happen. They (management) are just trying to scare us.” • Bargaining - in order to avoid the change, employees bargain and offer deals to keep things the way they are. Belief is that the old way is better and safer.  • Anger - when other coping doesn’t work; people revert to anger and passive resistance to express their frustration. When done in a healthy way, it allows employees to vent their feelings. • Depression – Fears of not being able to adapt or not being able to “fit in.” • Acceptance/Commitment- unlike grief, in this stage, people begin to look outward regarding change and its impact. Able to consider a “bigger picture”. Employees can cope and become invested in making the change a success .

15. Transition: denial  acceptance Phase 1:Ending The ending of what was…………. • A Sense of loss • Overreaction • Anxiety • Grief process begins (Stages: Denial, Anger, Bargaining, Fear, Depression, Acceptance)

16. Transition: denial  acceptance Phase 2: Exploration • Lagging Productivity • Temporary State Between Old & New • Grief Process Continues • Confusion/Chaos/Uncertainty • Creativity

17. Transition: denial  acceptance Phase 3: New Beginning • Fear and Anxiety • Resentment • Creativity • New Opportunities • Reduced Competence • Acceptance • Renewal and Realignment

18. Change Your Beliefs About Change • Change how you see change so it works to your advantage—by seeing it not as a loss but as a gain. • See yourself enjoying your gain in realistic detail so you come to believe it & you enjoy pursuing it. • Take New Actions. • Do things differently and gain something better!

19. Strategies for coping with change • Change is a natural part of life, both at home and work.  We may not have control over all the job-related changes that come our way, but we can find positive ways to face them.  • Tell yourself the truth. Allow yourself to be upset, worried or sad.  • Reach out to others. Discuss your feelings with supportive coworkers, friends, family, or the EAP. • Stay focused. Use “to-do” lists to keep your goals clear. • Be patient. It takes time to sort through all your emotions and adjust to change. • Let go of the past. Keep moving forward. Prepare yourself with a positive attitude and new skills. • Reflect on what you’ve learned.  Ask yourself, “What have I learned from this experience?”  Remember any successful coping techniques you used that may help you handle future changes.

20. Building resilience Resilience is the ability to adapt successfully to unexpected changes and events Resilience involves behaviors, thoughts and actions

21. The Resilient Personality • One Day At A Time • Feel Feelings • Utilize Resources • Imagination • Take Time For Yourself • Appreciate Life • Humor • Yours?

22. It is not the strongest who survive, nor the most intelligent, but those who are most responsive to change

23. Supervisor’s role • The role of the supervisor can be very complicated, and overwhelming when dealing with the issue of change. While the supervisor is undergoing their own adjustment to the change, the expectation is that they will continue to honor their obligation and responsibilities to their employees.

24. The “20-50-30 Rule” “The secret of managing is to keep the guys who hate you away from the guys who are undecided” - Casey Stengel 20% will be “change friendly” 50% will be “on the fence” 30% will resist change

25. Managing change in the workplace • Being an effective manager is especially difficult during periods of conflict and increased anxiety. • Employees will be looking to you for information and answers. • Be honest, sincere, clear and correct. • Communicate, communicate, communicate • Help employee’s access resources for self-care. • Be aware of your actions as well as your words,

26. Coping on the job • Realize that your workplace has changed. • Develop realistic perceptions & expectations. • Use reliable sources of information. • Act to diffuse job concerns as they arise. • Practice appropriate conflict resolution skills. • Practice responsible & respectful interpersonal skills. • Develop coping strategies & a plan to be healthy. • Consult with your WA State EAP.

27. When to ask for help Stress builds beyond your coping ability. You experience: constant depression or tension, chronic sadness or fatigue, harmful anger or aggression, unusual physical symptoms. You exhibit destructive behaviors. Your relationships become troubled. Your attendance, performance, conduct slips. A questionable pattern begins to develop.

28. By Participating You Have Already Started The Process of Change! “If you come to a fork in the road, take it” - attributed to Yogi Berra