 To cause to be different: change the spelling of a word.

 To give a completely different form or appearance to; transform:

changed the yard into a garden.
 To give and receive reciprocally; interchange: change places.
 To exchange for or replace with another, usually of the same kind
or category: change one's name; a light that changes colors.
 To lay aside, abandon, or leave for another; switch: change
methods; change sides.
 To transfer from (one conveyance) to another: change planes.

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 Understand change management as a strategic skill
and learn to be adaptable
 Experience a change scenario and identify your
reactions to change
 Review the typical transitions of change
 Communication tips for change
 Help team members through change
 Focus your locus of control and build resilience
 Review the impact of emotion and resistance to change
 Overcome resistance to change
 Create your own action plan to lead others through
change
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 Examples
◦ New supervisor  Examples
◦ Different procedures ◦ New supervisor
◦ Change in software ◦ New organization
◦ Different systems
 Characteristics
◦ Control  Characteristics
◦ Most things stay the same ◦ Lack of control
◦ Many anchors
◦ Most things change
◦ Certainty
◦ Few anchors
◦ Future is clear
◦ Uncertainty
◦ Future is unclear
LOW ORDER HIGH ORDER
Less Challenging More Challenging

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What change will What words best
you experience or describe your
are you in the reaction to
midst of? change?

What skills do you

think a leader What do you hope
needs to guide to get out of this
other people Navigating
through change? Transitions
session?

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 How did you react to changes as the activity
progressed?
 What worked well in your group?

 What could you have done differently to manage

the changes?

 For yourself
◦ Write down your personal reflections on the exercise in
the space provided in the participant guide.

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SURPRISE HOPE
Shock Asking for Help

ANGER ACCEPTANCE
X
REJECTION “The Turning Point”
letting go moving on

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 Change is external (the
different policy, procedure or
structure)

 Transition is internal (a
psychological reorientation that
people have to go through
before the change can work)

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 Saying Goodbye The Neutral Zone The New Beginning

Resentment Anxiety
Commitment
Awareness Self-absorption
Acceptance
Resistance Exploration
Integration
Testing

Change requires people to make transitions—to

reorient themselves so that they can function and
find meaning in a changed situation. It is these
transitions rather than the changes themselves that
are difficult. --William Bridges

William Bridges; Transition Model

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 • Change isn’t self-initiated
• Routine is disrupted
• Change creates fear of the unknown
• The purpose of change is unclear
• Change creates a fear of failure
• The rewards for change don’t match the effort
change requires
• The followers lack respect for the leader
• Change may mean personal loss
• Change requires personal commitment

John C Maxwell, Developing the Leader Within

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 .
flexible

resilient

positive

adaptable

Not change-ready Neutral Very change-ready

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 Manage yourself
◦ What is the scope of it?
◦ How much is actually changing?
◦ How do I perceive it?
◦ What can I do to help myself transition?

 Manage your people

◦ How do I think others will
perceive it?
◦ What are the reasons behind
how others will perceive it?
◦ What can I do to help others successfully
transition?

 Manage the “business”

◦ What still needs to be done day to day?

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Identify a work-related change List some words to describe
you’ve experienced or led in your reaction
the past 12 months

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 Tell
De
cid ide
e c
De

Listen Ask
Decide

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 ons
t i
mp
Biases
t su
gg to o fas As
Speakini y Nega
n
a k rl tive Re
action
e e a s
p
S nc l
Sla
u ng
or
Erudite Vocabulary
Jar
gon
Message Room
a l s to o
u n
N e
hot/
s t i o Int cold
s

i
V ac
i

er
o

t r r
i s up
ti
D on
Sender s Receiver
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 Circle of Circle of Concern

Circle of Influence Circle of Influence

Concern

Proactive Reactive
It’s not what happens to us, but our response to
what happens to us that hurts us.
Stephen Covey: 7 Habits of Highly Effective People
Stephen Covey
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 Force of habit
 Fear of the unknown
 Need for security
 Others?

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 Saying Goodbye The Neutral Zone The New Beginning

Resentment Anxiety
Commitment
Awareness Self-absorption
Acceptance
Resistance Exploration
Integration
Testing

William Bridges; Transition Model

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 The Purpose: Why do we have to do this?

 The Picture: What it will look and feel like when

we reach our goal?

 The Plan: Step-by-step, how we will get there?

 The Part: What can you do (and need to do) to

get there?

William Bridges; Transition Model

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 Bridges’ Recommendations

• Accept the reality and importance of the losses

• Give people information, and communicate again and again
• Define what’s over and what isn’t
• Treat the past with respect
• Show how endings ensure the continuity of what really
matters
• Recognize and mark or celebrate the ending
• Let people take a piece of the past with them

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 Bridges’ Recommendations
• Strengthen intragroup connections
• Provide encouragement and inspiration
• Provide forum for new ideas
• Recognize small achievements
• Plan for reduced productivity
• Provide training
• Provide a sense of direction/guidance
• Encourage employee involvement
• Meet frequently to provide feedback
• Listen to concerns/expectations
• Collaborate and build bridges
• Demonstrate flexibility to try new things
• Encourage creative thinking and action, and accept mistakes
• Allow for the withdrawal and return of individuals who were temporarily resistant
• Resist the urge to rush ahead
• Make an emotional connection with employees

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 Bridges’ Recommendations

• Provide inspiration
• Provide ongoing opportunities
• Encourage innovation
• Maintain communication
• Provide training and skills development
• Be consistent with your messages, actions, and reinforcement
• Ensure quick successes through achievable goals
• Symbolize the new identity
• Celebrate the success

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 Do
• Project a positive position about the
change
• Clearly communicate what the change
is (the four P’s)
• Prepare speaking points in advance
• Be prepared to answer questions
• Take time to meet with staff and be
available for follow-up questions
• Anticipate the “me” questions
• Use a communication/change plan to
share information
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Copyright 2014 Pro Way Development for HarperCollins
Don’t
• Blame higher-ups for the change
• Disagree with changes in a public forum
• Withhold information or refuse to answer
questions from employees
• Forget to consider the “me” questions
that employees always have when
change occurs
• State that there is no time to discuss
changes
• Provide incorrect information or personal
opinions about the change
• Participate in the rumor mill
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 People don’t see the need/understand the
urgency
 Under communication

◦ Know Act = Compliance

+ Know
+ Understand
+ Believe
+ Act
Commitment
 Milestone achievements aren’t recognized

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 What Helps . . . What Doesn’t Help . . .

 Share information - as much as you can

and when you can
 Check for understanding when others
speak
 Check for their understanding
 Create a partner in problem-solving
 Rehashing the past vs. focusing on the
future
 Denying reality and expecting 100%
commitment from Day 1
 Hanging on to your own anger and
mistrust

 Catch people doing things “right”  Taking what happened personally

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Managing In Difficult Times: The Importance of
Resilience
 Resilience = the ability to bend and bounce back
Resilience = the ability to bend and bounce back from hardship
from hardship
True for organizations as well as individuals—both possess 3 traits:
 True for organizations as well as individuals—both
1. Facing down harsh reality
possess 3 traits:
2. Searching for meaning

◦ Facing
3. down
Ritualizing harsh reality
ingenuity:

◦ Searching for meaning

◦ Ritualizing ingenuity:
[adapted from the 2002 HBR article by Diane Coutu]

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 Acknowledge your real thoughts and feelings
 Remind each other that having a feeling doesn’t mean you
have to act on it
 Be aware of your own limits and needs for support from
others
 Ask for information: “How is it going for you? What are
you struggling with?
What’s going well?”
 Offer information: “Here’s how it’s going for me . . What
I’m struggling with . . .
What’s going well . . .”
Be realistic about the plus's and the minus's and the fact
that the journey to the future will take time
 Remind each other that “this too shall pass”
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 Managing Your Environment
◦ Operate in and above the fray—keep perspective
◦ Court the uncommitted—build your case
◦ Cook the conflict—but know when to turn the heat down
◦ Place the work where it belongs—mobilize others
 Managing Yourself
◦ Restrain your desire for control and need for importance
◦ Refrain from being “often wrong—but seldom in doubt”
◦ Anchor yourself
 Create a safe place or a calming habit (like taking a walk)
 Find a confidant
 Don’t over-react by taking attacks personally

[adapted from the 2002 HBR article by Ron Heifitz and Martty Linsky]

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 The Role of Emotion In Change

Emotions are neither right or wrong—they just are

Circumstances do not create emotions—however,

the way we reflect on circumstances will
influence our emotions

Emotions can create circumstances—the way we

choose to behave (what we say and do (and
choose not to say and do) has consequences—
for better or worse

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 What transition stage is the employee in?

What are some potential reasons he or she might

resist the change?

What are some of the critical steps a leader should

take to help lead others through change?

What else should the leader consider?

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 What we want to create for the future is not clear
 Speaking openly about the past doesn’t happen
 Communication is inconsistent
 The 49 % rule: People look to other people to be

the first to show “good faith”

 The stress of transitions is discounted or ignored

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 Create an action plan for The Four Ps
managing change based on
today’s seminar
1.Purpose
2.Picture
 What opportunities do you
3.Plan
have to implement what you
learned today (list a specific 4.Part
change you are leading or will
experience)?
 What specific actions will you
take to help navigate through
change?
 What barriers are there to
successfully navigating
through change? How will you
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 Bridges, William. Managing Transitions: Making the Most of Change.
Perseus Publishing, 2003 (Book)
 Johnson, Spencer. Who Moved my Cheese An Amazing Way to Deal with
Change in Your Work and in Your Life. G.P Putnam’s Sons, 1998. (Book)
 Kotter, John. Leading Change. Harvard Business School Press, 1996.
(Book)
 Murphy, J., Think Change: Adapt and Thrive, or Fall Behind, Grand Rapids,
MI: Successories, Inc., 1998. (Book)
 Pound, R. & Pritchett, P., The Stress of Organizational Change: A Survival
Guide, Dallas, TX: Pritchett & Associates, Inc. (Book)
 Pritchett, P., New Work Habits For A Radically Changing World: 13 Grand
Rules for Job Success In the Information Age, Dallas, TX: Pritchett &
Associates, Inc., 1996. (Book)

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