understanding & managing change

Understanding & Understanding & Managing ChangeManaging Change

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Our Learning Our Learning Objectives Objectives

• To promote the idea that a positive self-image will help manage change

• To discuss how personal life changes are a part of life

• To discuss the effects of workplace change • To discuss how whether change is positive,

negative and why there is resistance to change• To discover why change is GREAT

What Is Change ?What Is Change ?

– Change– To Make Difference in Some Particular:

ALTER– To Make Radically Different: TRANSFORM– To Give a Different Position, Course or

Direction– -- Webster’s Collegiate Dictionary

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Change as a Force in Our Change as a Force in Our LivesLives

• Change is all around us: all we need to do to verify this is to look around and see the effects of time.– Our own physical changes– The neighborhoods we grew up in– Alumni gatherings

• So, the question for us to consider: Is all change the same?

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Your Experience with Your Experience with Change Change

• Think back about a time in your personal life when you experienced change.– What was the change?– What did you experience?– How did you react to it?– How did you resolve or accommodate the change?

• Share your experience with a colleague at your table.

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Reflecting on ChangeReflecting on Change• So, what do your experiences about

change tell us about the nature of change?– Hard or easy to accommodate to change?– What determines whether it’s hard or

easy to adjust to change?• What can we conclude about the

nature of change?

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McREL’s Definition of McREL’s Definition of ChangeChange

A change is defined by the implications it has for the people

expected to implement it and / or those who will be impacted by it.

The same change can be perceived differently by different stakeholders.

Source: Balanced Leadership Participant’s Manual, McREL, 20057

Magnitude of ChangeMagnitude of Change

Incremental

Technical

Continuous

First-Order

Fundamental

Adaptive

Discontinuous

Second-Order

Source: Balanced Leadership Participant’s Manual, McREL, 2005 8

Order of ChangeOrder of Change

• Definition: Order of Change

Order of change is the magnitude & implications of change for the people

expected to implement them or those who will be impacted by them.


First-order ChangeFirst-order Change

• Definition: First-order Change

First-order change implies a logical extension of past & current practices

intended to make incremental improvements in the current situation. First-order changes can be implemented

with current knowledge and skills.


Second-order ChangeSecond-order Change

• Definition: Second-order Change

Second-order change implies a fundamental or significant break with past

& current practices intended to make dramatic differences in the current

situation. Second-order changes require new knowledge and skills for successful

implementation.


Change in Your SchoolChange in Your School• Think about something in your school /

college that you would identify as 1st order change:– What characteristics made it 1st order change?

• Now, think about something in your school / college that you would identify as 2nd order change?– What characteristics made it 2nd order?

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• Innovating the most is not the goal• Having the best ideas is not enough• Appreciate the Implementation Dip• Respect resistance• Create a culture of change• Understanding change as complex; not a checklist

Understanding the Change Understanding the Change ProcessProcess

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Stage 1Awareness

Stage 2

Learning, acquiring, & practicing

Stage 3Stability

Source: The Leadership Assignment: Creating Change, Raymond L. Calabrese

The Change StagesThe Change Stages

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Four Basic Premises of Four Basic Premises of ChangeChange

• The change “trigger” is often beyond the control of the people who experience it

• The central focus of managing change must be on the people experiencing the change

• Actions, behaviors and communication are the keys to successful change management

• To manage change, manage yourself first, influence others later

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People Respond to People Respond to Change….Change….

• At different rates

• At multiple levels: personally, professionally, socially and organizationally

• By seeing it as opportunity or danger

• Successfully, or by being resilient 16

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The Phases of ChangeThe Phases of Change Source: Psychologist Kurt Lewin, 1958

Three Phases of Change:

1. The Present state2. The Transition state3. The Desired state

The Phases of ChangeThe Phases of Change

• Ending

• Transition

• Beginning

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Phases 1 Phases 1

• Present State – Status Quo

Continues indefinitely--Not necessarily a good state

Force disrupts it

EndingEndingThe goal of this phase is

to understand the change process and the steps needed to move through it

• Dealing with grief and loss issues

• “Normalizing” change• Communication in the

ending phase

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Phase 2 Phase 2 The Transition State

An uncomfortable phase involving:

High stressInstabilityUncertainty

Result: Learn new attitude or behavior

TransitionTransitionThe goal of this phase

is to regain the expected decreases in productivity

• Identifying priorities• Identifying &

minimizing resistance to change

• Identifying personal strengths, needs and resources

• Communication in the transition phase

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Phase 3Phase 3

• The Desired State

New status QuoComfortable feeling

Note: Pain of present state must exceed the of the transition state

BeginningBeginningThe goal of this phase

is implementing the new

• Flexibility, focus & attitude

• Stress management for change

• Communication in the beginning phase

• Developing an action plan

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Managing Complex Managing Complex ChangeChange

Vision

Skill

IncentiveResourcesActionPlan

• All elements are needed to effectively manage complex change

• Without vision-confusion• Without skill-anxiety• Without incentive-

gradual change• Without resources-

frustration• Without action plan-

false starts

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FlexibilityFlexibility• The ability to adapt or

deal with ambiguity• The ability to

successfully handle several things at one time

• The ability to prioritize, delegate and provide clear communication

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FocusFocus

• The ability to grasp & share vision and long & short term goals

• The ability to celebrate gains made

• The ability to focus on solutions-not reasons for failure

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A Positive Attitude!A Positive Attitude!

• What are the attributes of a positive self-image or attitude?

• Why does it help with managing change?

AttitudeAttitude• The ability to be a

stabilizing force• The ability to take

care of oneself• The degree of

belief that change breeds creativity

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Stress and ChangeStress and Change

• Uncertainty

• Preoccupation

• Myths

• Disorientation

• Emotional turmoil

• Managing the speed of change

• Volume – number of changes

• Momentum – how long and length of time

• Complexity – Mergers -acquisitions

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Negative Reponses to Negative Reponses to Change: ResistanceChange: Resistance

Daryl Conner – 8 Stages for resistance to change in workplaces

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8 Stages of Resistance8 Stages of Resistance1. Stability – Status quo

2. Immobilization – Shock

3. Denial or rejection – “It won’t happen to me.”

4. Anger - frustration or hurt

5. Bargaining – deadlines, extensions, and reassignment

6. Depression – Helplessness, hopelessness, sense of failure (some dysfunctional behavior)

7. Testing – Regaining a sense of control – redefined goals

8. Acceptance – Realistic response, may not like it - productive framework

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Responses to Positive Responses to Positive ChangeChange

Source: Daryl Conner

Five phases of positive resistance to change:

1. Uninformed optimism – Naïve enthusiasm

2. Informed pessimism – Second thoughts – good decision

3. Hopeful Realism – Becoming confident

4. Informed Optimism – Expect good with bad

5. Completion - Acceptance

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Triggers for Negative StressTriggers for Negative Stress• Emotional demands – arguments, conflict,

personal news

• Physical demands – Illness, overwork, loss of sleep

• Environment factors – floods, fires, hurricanes, cold & heat, toxins, or poisons

• Hormonal factors – Puberty, Premenstrual Syndrome, Menopause

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Make a Commitment to Make a Commitment to ChangeChange

1. Know the cost of change2. Be committed to change3. Be committed to the process4. Set personal and professional goals

The Self-Management The Self-Management ProcessProcess

• What am I telling myself?

• What other meaning(s) have I attached to this situation?

• How do I feel?• What do I fear?• What do I think it will

look like?• What can I do to help

myself?36

• Understand and collaboration in an alliance of external & internal partners• Create positive relationships; work to resolve negative relationships• Appreciate diverse partners

Building Building RelationshipsRelationships

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Generate & increase knowledge both inside & outside your school / college / workplace• Create a collaborative culture that encourages knowledge sharing

Creating & Sharing Creating & Sharing KnowledgeKnowledge

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• Work through ambiguity that is present in the change process• Recognize that creativity results at the edge of chaos• Create coherence through the alignment of policies, assessment & professional development

Making CoherenceMaking Coherence

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Principles of Adult LearningPrinciples of Adult Learning

• BASIC ASSUMPTIONS:

– People learn in different ways.– Different methods facilitate

learning for different people.– Learning in any group will depend

on the design of the session.

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• Adults learn best when…– They’re motivated. Motivation comes

from the context, relevance & involvement level of the work.

– Learning is conducted as a partnership.– Learning involves the learner’s primary

learning mode & is interactive & experiential.

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•Adults learn best when…(cont.)

– There is an understandable structure & reinforcement.

– People’s attention & energy stay engaged & focused.

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What We Know About What We Know About ChangeChange

• Change will not stop- it will only go faster

• No matter how well planned, it will not be trouble free

• Each of us is accountable to making change acceptable

• Complex change is typically accepted if enough time is allowed

• Rapid change can occur if it’s a small adjustment

• Most people initially resist rapid and complex change

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Habits for the Age of Habits for the Age of ChangeChange

• Simplify• Seize the initiative• Learn or perish• Take personal responsibility• Accept the mess• Focus on solutions• Have a stress management

plan

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Cause for Major Family Cause for Major Family ChangeChange

Positive Change

Marriage Children Job change New home Adoption Foster child Empty nest

Painful Change

Separation Divorce Illness Death Job loss Child leaves home

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Change is GREAT for Your Change is GREAT for Your PocketbookPocketbook

Better quality Speedier service Less costlyMore competitionMore innovation Job security

Thank youThank you

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understanding & managing change

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