1. Working in a Changing Environment
Presented by: Trevor McMurray, LCSW
Your Employee Assistance Program Provider

2. Objectives Clarify the top challenges you face with change
Establish tools to meet the challenges of change

3. Change = Loss Change occurs in everyday life.
Even good changes are associated with some loss.
Where loss occurs, grief occurs.
We are usually unaware of the losses associated with change until they occur.

4. Types of Losses Associated with Change

5. Beliefs People Sometimes Have About Change
10/23/2012
Beliefs People Sometimes Have About Change
Change is bad
Change is scary
Change is unfair
If I ignore it, it will go away
It was much better the “old” way
More?
Irrational beliefs we have about change
Change is bad.
Change is unfair.
If I ignore it, it will go away.
Change should be avoided at all cost.
My life will fall apart if I change like that.
Why is this happening to me?
I could never adjust to that.
There must be some-thing I could do to avoid this change.
Life should be easy.
QUESTION:
What are some other IRRATIONAL beliefs we have about change?
Can there be ANY benefits to change?
Have they ever experience any benefits from change to their status quo? What are some irrational beliefs we have about change? I don’t need to change: others involved in my life should change.
Have they ever experience any benefits from change to their status quo?

6. Grief Cycle: Review 10/23/2012 Initial feelings:
Objection: “This can’t be good.”
Reduced Consciousness: “I really don’t want to deal with this.”
Acceptance/Exploration: “How can I make this change work for me?”
Buy-in: “I have figured out how I can make this work for me and for others.”

7. Reasons for Resistance to Change
10/23/2012
Reasons for Resistance to Change
The risk of change is seen as greater than the risk of standing still
People feel connected to other people who are identified with the old way
People have no role models for the new activity
People fear they lack the competence to change
People feel overloaded and overwhelmed
People have a healthy skepticism and want to be sure new ideas are sound
People fear hidden agendas among would be reformers
People feel the proposed change threatens their notions of themselves
People anticipate a loss of status or quality of life
People genuinely believe that the proposed change is a bad idea

8. Possible Negative Reactions
10/23/2012
Possible Negative Reactions
Frustration
Gossip
Anger
Inflexibility
Hostility
Loss of commitment
Withdrawal and isolation
Reduced productivity
Lower morale
Loss of self-worth
Distrust of management and one another
Distrust
Cynicism
Uncertainty & anxiety
EE’s who are feeling burnt out (can only make so many changes before they feel like breaking) may be especially negative

9. What are your reactions to change?

10. Expectations and Attachment
If we expect everything to be like it was yesterday - we will surely be disappointed and perhaps frustrated
When we feel emotionally/cognitively attached to the way something should be; we close the door to possibilities
There may be things that are so much a part of us and our beliefs that we see them as “reality”, not as an attachment
Acceptance: You may not like the change, but if you accept the fact that it is the way it is, you may feel less frustrated.

11. Being Adaptable It requires being flexible and versatile
Flexibility includes having: confidence, tolerance, empathy, positiveness and respect for others.
Versatility includes having: resilience, vision, attentiveness, competence and self-correction

12. Barriers to Adaptability
Examples of being inflexible:
Rigidity—“It’s my way or the highway”
Competition with Others—“I’m smarter, prettier, etc., than you”
Discontent—“No, I don’t like it this way. Why can’t we...”
Unapproachable—“Don’t bother me unless it’s worth my time and you agree with me”
Difficulty with Ambiguity—“Let’s nail this down right now”

13. Barriers to Adaptability
Examples of lack of versatility:
Subjectiveness—“This is the way it looks to ME”
Bluntness—“That’s a stupid idea!”
Resistance—“This is the way we’ve always done it”
Single-Mindedness—“It’s my goal and nothing else matters”
Unreasonable Risk-Taking—“I’m going to jump; won’t you come with me?”

14. Helping Yourself Through Transitions
Expect disruption
Focus on what is known and build on it.
Identify your own patterns:
How do you move through change?
What sorts of feelings/reactions tend to consistently reoccur?
What has been helpful for you in the past?
Expect Disruption: What happens when we learn a new way of doing things? Learning to be comfortable with the uncomfortable; building familiarity.
Focus on what is known: Everything was unknown to you at one time. What was it like when you first started working here? Were there new things to learn? How long did it take you to feel so familiar with your “new” job, that you stopped calling it “new”?
Identify patterns: Change is always happening in life. How do you react to it? What has helped you in the past adjust more successfully?

15. Helping Yourself Through Transitions
Create structure for yourself
Explore options; be creative
Set short-term, achievable goals
Practice stress management skills
Be patient with yourself

16. Building Your Locus of Control
See handout provided

17. Helping Ourselves and Our Colleagues Cope With Change
10/23/2012
Helping Ourselves and Our Colleagues Cope With Change
NORMALIZE fears, self-doubt, misgivings and “need for the answers”
PROVIDE STRUCTURE with temporary systems, “chunking” tasks and jobs, set short-term achievable goals
MODEL ways to deal with ambiguity
ALLOW FOR MISTAKES.
ENCOURAGE CREATIVITY.
BRAINSTORM! BRAINSTORM! BRAINSTORM!
It’s not just your new job! This is an opportunity to build something new together!

18. Supporting Others Stepping outside of your own experience…
Stepping into the shoes of another
Ways you can support others
What can you do to help?
How do others let you know they need your support?

19. Empathy Doesn’t Require Adopting other’s emotions Agreement Buying-in
Fixing the problem
Sympathy
Does Require
Self Awareness
Putting judgment and opinions on the shelf
Emotional Vocabulary
Respectful focus
Genuine interest
“Caring” listening

20. What are the TOP 5 things that you need to navigate change?
Questions to Consider
What are the TOP 5 things that you need to navigate change?

21. 3/19/14
Questions?

22. University of Oregon Employee Assistance Program (EAP)
Summary of Services:
Intake / Assessment
Up to five (5) sessions per incident, per year
E-Support
Crisis Counseling
Work / Family / Life
Identity Theft Services
Legal Consultations / Mediation
Financial Coaching
Tax Assistance
Home Ownership Program
Cascade Personal Advantage

23. Thank You for Attending!
If you have any questions or would like additional information regarding services through your Employee Assistance Program please contact us at:
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