1. Presented by Alliance Work Partners “Your EAP Specialist” 800.343.3822 www.alliancewp.com © Copyright Workers Assistance Program, Inc. 2009

2. At the end of this training session, participants will be able to: Describe the change process Understand basic management guidelines around change Identify and formulate questions to ask themselves and their teams Identify the emotional and behavioral reactions of employees to change Objectives

3. © Copyright Workers Assistance Program, Inc. 2009 Loss of the old Loss of the comfortable/good Introduction of the unknown  Fear, anxiety Excitement Adventure/Exploration Possibilities of MORE…  suitability, superiority, appropriateness, effectiveness What does Change Mean? What does Change Mean?

4. Rule: 20 - 30 - 50 © Copyright Workers Assistance Program, Inc. 2009 Information You Need to Know Around Change

5. Five Stages Surrounding Change © Copyright Workers Assistance Program, Inc. 2009

6. With Change: Determine What Keeps People Motivated 1. Challenge 2. Personal Satisfaction 3. Rewards 4. Fear

7. Intense Involvement with People Greater Ambiguity Concerning Authority Increased Involvement of the Whole Person More Stress Continual Learning More Accountability Greater Emphasis on Teamwork © Copyright Workers Assistance Program, Inc. 2009 Predictable Conditions

8. Have a good understanding of how to create change. Involve people in the change. Put a respected person in charge of the process. Create transition management teams. Provide training in new values and behavior. Bring in outside help. Establish symbols of change. Acknowledge and reward people. © Copyright Workers Assistance Program, Inc. 2009 Management Guidelines Management Guidelines

9. Steps for Change Anticipate the Key Elements Preparation Meet to Plan the Response Planning Establish way to: Work together temporarily Transition Structures Flexible Response Learning Cycle(s) Implementation Motivate Acknowledge those Involved Reward © Copyright Workers Assistance Program, Inc. 2009

10. Preparation Preparation- Development of a Positive Focus  Describe the change: What triggered the change What is the exact nature of the change How does this change affect you Who is responsible for implementing the change What monitoring will be carried out to assure implementation of the change  What are the key elements?

11. © Copyright Workers Assistance Program, Inc. 2009 Preparation continued…  Questions for Management Am I the one to do this Does my job need to be redefined Is retraining/education available to help me deal with the change Do I have any negotiation leverage in this change Can parts of the change be delegated What are the opportunities How do I create winners  Customer Imposed Change Can I do what the customer wants What is the bottom line impact Will I keep my customer

12. © Copyright Workers Assistance Program, Inc. 2009 Planning Plan ahead for the planning meeting(s) Have key elements already identified, but be ready to adapt, shift and change items Treat these meetings as brainstorming sessions Remember to inform them that their suggestions are a necessary part of the process, but not all the items may be utilized Keep upper management apprised of progress

13. © Copyright Workers Assistance Program, Inc. 2001 Transition Structures During the planning stage:  remember to have queried the group for input on the transitional structure Establish temporary policies, procedures, and guidelines that are  clearly temporary, but pointed in the direction of the new changes Keep in mind the transformation of your group throughout the change process

14. © Copyright Workers Assistance Program, Inc. 2009 Implementation Have an established process set up for evaluation and feedback It is important to have the availability for feedback in a variety of mediums; e.g., e-mail, voice mail, one on one meetings, group meetings Be actively involved with your supervisors, obtaining input from them

15. © Copyright Workers Assistance Program, Inc. 2009 Rewards Acknowledgement is an important piece of the change process-- throughout the process Establish places in the process in which you can acknowledge and possibly reward people Be sensitive to the culture of your work group as to what is appropriate for a reward system;  e.g., pot-luck lunches, gift certificates, massages on sight, certificates, jokes of the day for each meeting

16. Managing Reactions to Change AngerWithdrawalSadness/WorryConfusion © Copyright Workers Assistance Program, Inc. 2009

17. Anger Characteristics: Outwardly display anger, verbally and/or non-verbally. Spend a lot of time communicating their anger and enlisting support Typical Behaviors: Raised, intense tone of voice Walking Out Refusing to talk Self-pity Trying to get others on his/her side Backstabbing or sabotage Verbal Response: “It will never work” “I can’t believe this is happening” “I’m getting out of here” “They’ll be sorry” © Copyright Workers Assistance Program, Inc. 2009

18. Anger Risks  Not healthy  Resurface in undesirable ways Benefits  Can sometimes lead to taking appropriate and needed action. © Copyright Workers Assistance Program, Inc. 2009 Strategies Neutralize/Acknowledge Find something to agree with Identify core issues; begin with a plan Actively listen Summarize

19. Withdrawal Characteristics: “Quit and Stay’ or retire on the job. Put in their time, not their energy. Often keep a low profile-possibly acting passive/aggressively May avoid talking about change or the subject of change. Typical Behaviors: Not asking questions Not seeking information Not discussing with others Being hard to find Doing only basic requirements Shrugging Shoulders Verbal Response:  “Just keep your head down”  “Anything you say”  “I don’t care”  “What else is new? No big deal” It won’t effect me” “This happens every 4 or 5 years” © Copyright Workers Assistance Program, Inc. 2009

20. Withdrawal Risks  People will turn their personal energy, creativity and commitment into survival and insulation Benefits  Reflection is valuable because it can help us to make better sense of the changes.  Can serve as a mental breather, a time to collect thoughts and adjust. © Copyright Workers Assistance Program, Inc. 2009 Strategies: Emphasize Confidentiality Provide safety and assurance Point out differences Use I statements Be direct

21. Sadness/Worry Characteristics:  Tends to identify strongly with a particular form, (structure, function, procedure, etc.), the way of life or emotions it endangers.  Often feel disenchanted as well.  Responds better to questions than statements during exploration. Typical Behaviors:  Remembering the old days  Dwelling n the past.  Complaining about losses  Sulking  Resisting new procedures, superiors or tasks. Verbal Response:  “It’s not fair”  “ They didn’t consult me”  “It won’t work”  “ I told you so”  “Don’t blame me if it doesn’t work” © Copyright Workers Assistance Program, Inc. 2009

22. Sadness/Worry Risks  Can lead to depression  Poor work performance  Self-fulfilling Prophecies Benefits  Acknowledgement leads to clarity  Past experience proves valuable  Save time, energy, and improve efficiency © Copyright Workers Assistance Program, Inc. 2009 Strategies Explore/Transfer : Brainstorm with possible ideas, then implement some of them to form a new link into the new system. Have them explore it themselves; instead of telling them what/how it needs to be done.

23. Confusion Characteristics: Expand energy trying to determine what to do instead of how. Appear confused; don’t know the priorities or direction of the department/company. May express fear or frustration Typical Behaviors: Always asking questions Doing the wrong things. Getting the others to ask questions. May worry or “catastrophize.” Not knowing the priorities, working on “busy work” Leaving work undone until questions are answered. Verbal Response: “Now what do I do?” “Now do I have to start all over?” © Copyright Workers Assistance Program, Inc. 2009

24. Confusion Risks  misdirected goals  priorities. Benefits  clarify key questions,  get answers and seek information, formulate plans and ideas. © Copyright Workers Assistance Program, Inc. 2009 Strategies Explain/plan : provide information, direction, and strategy. The level of specificity is not as important as the creation of the order.

25. © Copyright Workers Assistance Program, Inc. 2009 Promotion of: Personal and Professional Balance Use personal goal setting Make contracts with self Build social support Build life skills : coaching, mentors, seek out learning experiences Awareness and energy management of circles of concern, influence, & control Learn and utilize relaxation techniques 3 R’s -- Rest Relaxation, & Relationships Good Sleep Exercise/Movement Practice the art of “letting go” Good nutritional habits

26. © Copyright Workers Assistance Program, Inc. 2009 Summary of Strategies There are some predictable conditions within change Having forethought, planning, and flexible guidelines can establish some structure and calm within the transformation of changes When managing reactions to change, remember to actively listen, brainstorm, provide safety and assurance, involve them in the process, provide information and direction, and emphasize balance

27. © Copyright Workers Assistance Program, Inc. 2009