CHANGE

MANAGEMENT

Basel Rouphail, MBA,

� Susan Achberger – achbers@ccf.org

� Jen Johns – johnsj@ccf.org

PROFESSIONAL DEVELOPMENT CO-CHAIRS

�PD Committee Meeting

�Sept. 11, 3:30-4:30 in JJN2-210

�HR Series

�Part 1: Sept. 17, 12:00 to 1:00p – NA1-142

�Part 2: October, 12:00 to 1:00p-details TBA

�Change Management – Part 2

�Sept. 25th – details TBA

�Guest Speaker: Dan Moulthrop

�Nov. 6th, 3-4 in Bunts Auditorium

Upcoming Events

Change Management Levels

Individuals

Groups or teams

Organization

Natural Tendency for Change

� Nature of the change:

� Externally vs. internally

� Evolutionary vs. revolutionary

� Routine vs. one-off

� Ordinary or transformative

� Consequences of the change: who

the change will affect and what

type of impact that change will

have

� Organizational history: does the

organization have good track

record on how they handle change

� Type of individual is the major

determinant how individual will

handle and respond to change.

� History of the individual indicates

how that individual usually handles

change. From: Making Sense of Change Management, 3rd edition

Individual Change Management

1- Learning Change

2- Approaches to individual change

The Learning Dip

Pe

rfo

rma

nce

Time

From: Making Sense of Change Management, 3rd edition

Learning Change: Individual Performance

Pe

rfo

rma

nce

Time From: Making Sense of Change Management, 3rd edition

UnconsciousCompetent

Conscious Incompetent

Conscious Competent

UnconsciousCompetent

UnconsciousIncompetent

Learning Change

Conscious Vs Unconscious

Driving new car

v

v

v

Learning Change: Kolb’s Models

Thinking

Theoretical Concepts

Pe

rce

pti

on

C

on

tin

uu

m

Feeling

Concrete Experiences

Activists Reflectors

Theorists Pragmatists

Processing Continuum

Do

ing

Pra

cti

ca

l E

xp

eri

me

nta

tio

ns

Wa

tch

ing

Re

flec

tive

Ob

se

rva

tion

s

New application for a

smart phone or new

phone.

1. Activists : begin

trying the application

immediately?

2. Reflectors: watch

others to show them

how to use the

application

3. Theorists: think

what type of

application this new

one is related to

other applications in

the market

4. Pragmatists: is this

application useful? If

the answer no, they

don’t bother to use it

Managing Anxieties Associated with Change

� Learning anxiety: am I capable of

learning or will I fail?

� Survival anxiety: if I do not change,

am I going to be left behind?

� In order for change to succeed

survival anxiety should be more than

learning anxiety.

� If we increase survival anxiety, then

many types of fear will be formed such

as; fear of punishment and losing

one’s job

� Therefore decreasing learning anxiety

is the good way to make change

successful

Approaches to Individual Change

Behavioral

Cognitive

Psychodynamic

Humanistic

Managing Behaviors

Curious George

Today Curiosity executive Officer

� Punishment for undesired

behaviors:

� Point system for coming late

to work

� Jail for coming late to work

� Rewards for desired behaviors:

� Health rebate for decreasing

weight

� Bonus to sales as a result of

high revenue from his region

� Reward and punishments policies

should be aligned with the type of

change occurring.

Change Reward type

Teamwork To best team member

Innovative thinking No mistake policy

Employee

empowerment

Micromanagement

over daily operations

Motivation and Behaviors

Theory X and Y: (MacGregor)

X

People dislike work, they

need controlling and

directions

They avoid taking

responsibilities

Do not use their

imagination

Motivated by

punishment or threat

De-motivators

Pay

Company Policy

Working relations

Working conditions

Security

Herzberg

Modified From: Making Sense of Change Management, 3rd edition

Motivators

Achievement

Recognition

Responsibility

Advancement

Learning

Y

People have natural need to

work

Given the right environment

people willingly accept

responsibility and

accountability

People are creative and

innovative

People respond to

motivation and

encouragement

Cognitive Approach: Achieving Results

“Watch your thoughts, for they become words.

Watch your words, for they become actions.

Watch your actions, for they become habits.

Watch your habits, for they become character.

Watch your character, for it becomes your

destiny.”

Unknown

Quote

Cognitive Approach to Change

Self Concepts and Values

Beliefs

Attitudes

Feelings

Behaviors

Results

�Focus on the way individuals

think about situations

� Ignore the automatic reaction

to external stimuli

�Focus on the results that

individual want to achieve as

long as the results are

aligned with the internal value

and belief system

� Setting goals: the clearer the goal the

greater likelihood of achievement.

�Do you want to be from the 3% or

97%: graduates from Yale University

were surveyed for 20 years. 3% were

worth more than 97% of graduates put

together.

• No correlations with parental wealth,

gender, or ethnicity.

• The only difference between the two

groups was the small group had

clearly articulated and written goals.

� Bandler and Grinder ,1979, found that

the most successful psychotherapists

were those who get their clients to

define exactly what wellness looked

like.

Cognitive Approach…Setting Goals and the

Power of Your IDP

Cognitive Approach: Techniques for Change

�Positive listings: list good qualities, knowledge, feelings and

expertise

�Affirmation: positive statements describe the way you want to

be

�Visualization: relax, mental image

�Reframing: to change negative thoughts

�Pattern breaking: physical or symbolic taking attention from

negative state and focusing on the positive

�Detachment: technique to change negativity

�Anchoring: tying physical feeling to emotional states

�Rational analysis: writing down the reasons why your belief is

not right

Denial Acceptance

Resistance Exploration

The Psychodynamic Approach to Change

Time

Self

-este

em

Perf

orm

an

ce

�External changes lead to change in person’s psychological states

�Terminally ill patients was the beginning of Kubler’s finding

�Later researcher found that people going through changes within the organizations can have very similar experiences

Humanistic Psychology Approach to Change

� It has unique style despite the fact

it takes some insight from the last

three approaches.

� The key areas of focus:

� Subjective awareness

� Personal responsibility

(choice element)� Holistic approach

� Humanistic Psychology has

“unlimited aims… our prime aim is

to enable the person to get in

touch with their real self” (Rowan,

1983)

Maslow’s Hierarchy of Needs � Maslow looked to what motivates

people to live a full life not how to

treat mal-behavior, inappropriate

thinking.

� Tow types of needs: deficiency

needs and self actualization

needs.

� Deficiency needs are:

Physiological, safety, love and

belonging and self esteem

� Until the deficiency needs are

satisfied individual cannot look up

to satisfy the self actualization

needs.

� Self actualization described by

Maslow as “ the desire to become

more and more what one is, to

become everything that one is

capable of becoming”

Self actualization

Self esteem

Love and belonging

Safety

Physiologic

� Client-centered approach: based on

three core conditions…

� How it is applied during change?

� Facilitating environment based on

the three core conditions

� Change agent can work

through negative feeling

� Change agent goes from

rigidity to fluidity this will allow

creativity and risk- taking.

� Change agent will move

toward accepting greater

degree of self- responsibility

Rogers: the Path to Personal Growth

Unconditional positive regard

Empathic understanding

Genuineness and

congruence

Gestalt Approach

Closure or resolution

Action

Mobilize energy

Awareness

senses, verbalize, feeling , value, interaction and communications

Sensing

deal with the concern or this new awareness

By contact outside world

�Person’s difficulties today come from the way he or she is acting today, here and now.

�Self Awareness is the cornerstone of emotional intelligence

�After closure person moves to another cycle.

Personality Type MBTI and Change

Intro

ve

rtE

xtro

ve

rt

Sensing Intuitive

Ju

dg

ing

P

erc

eiv

ing

J

ud

gin

g

Thinking Feeling Thinking

So

urc

e o

f En

erg

y

Attention and

Data Receiving

Decision Making

Lif

esty

le

� IS- The thoughtful realists:

caution and careful about

change “if it isn’t broke don’t

fix it”

� IN- The thoughtful

innovators: how things

should be “let’s think ahead”

� ES- The action-oriented

realists: get things done

“let’s do it”

� EN- The action-oriented

innovators: will be wanting to

move into new areas and

soon “let’s change it”

Conclusion: Individual Power and Change

� Individuals are very powerful in

creating, accepting, and resisting

change. Therefore, individuals are

the core of any change.

� Embracing and accepting change

is the first step toward learning

change.

� Reducing our learning anxiety to

allow our survival tendency to

manage change.

� Managing change in self or in

others should take the behavioral,

cognitive, psychodynamic, and

humanistic approaches to change

into consideration to be

successful.

� Personality Type has a role how

individual respond to change

References

1. Cameron, E., & Green, M. (2012). Making sense of

change management a complete guide to the models,

tools, and techniques of organizational change, 3rd

edition (3rd ed.). London, U.K.: Kogan Page.

Questions

All: for listening and learning

Development Committee: for the support