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 Change at UT  The Impact of Temperament  Models for Change  Strategies  Communication  Resilience

When we are no longer able to change a situation - we are challenged to change ourselves. Viktor E. Frankl

 Perceived Threat o Budget Cuts  Culture of Concern  Stress o Doing More with less

 Change is an event that is situational and external to us. Something stops or something starts  Transition is the gradual, psychological reorientation process that happens inside of us as we adapt to external change. Can happen before or after the external change

Some Dread It Some Accept It Some are Energized By It

David Rock

 Playing it safe – may reduce effectiveness and creativity  Work feels less meaningful  System and process vulnerabilities resurface  Priorities get confused - work becomes disjointed  Employees fill in the information blanks with information that makes them more stressed or confused Managing Transitions – William Bridges, 2007 G uilt R esentment A nxiety S elf-Absorption S tress

 Seek Data  Normalize Change  Look for Choices  Identify What you have Control Over and What You Don’t  Communicate  Support and Acknowledge Reactions  Reinforce the Behavior You are Seeking  Incorporate the Learning Curve  Follow up

 Communicate your vision  Communicate what is and is not ending  Acknowledge losses o Keep a piece of the past o Use ceremony or rituals to honor the past  Remove excuses to hold on to the past  Use boundary actions and events to mark a clean break  Sell the problem but don’t put down the past  Listen 1998 and 2010, William Bridges & Associates and Linkage, Inc

 “they don’t need to know yet, we will tell them when the time comes” o Remember the grapevine  “they already know” o Say it again and say it in numerous ways  “we don’t know the details” o Not saying anything increases the anxiety o Say you don’t know or can’t say

 Plan Ahead and Set Expectations  Avoid “no news is good news”  Notice Surroundings  Assess for Threat Level and Create Safety o Incorporate your understanding of perceptions  Make Yourself More Available o Normalize the potential reactions of your employees o As a manager what you don’t say says as much as what you do say o Listen – create an environment that encourages dialogue o Share the information you can, acknowledge you can’t

 What information do you have, what do you need, and what will remain unknown?  What are you telling yourself? o Carefully sort out thoughts from feelings o Are these thoughts based on information or fears? o What other information do you need? o Are your thoughts making you feel calmer or more concerned? o What is your worst fear? What is the best possible outcome?  Identify what else makes you feel calmer? Physical Cognitive

 Managing Transitions, William Bridges  Leading Change John P Kotter  Heart of Change, D. Cohen and J. Kotter  Primal Leadership, Daniel Goleman, Richard Boyatzis and Annie McKee  The Tipping Point, Malcolm Gladwell.  Who Moved My Cheese, Spencer Johnson

Presented by Susan Harnden, LCSW EAP Manager HealthPoint EAP