1. Creating Readiness for Change.
By: Brandon de Krieger
Introduce myself

2. Outcomes of This Session
At the end of this session, you will be able to…
Articulate the three different approaches to creating readiness for change
Understand how different situations will impact which approaches are best to use
Describe at least three different factors that impact an individual’s readiness for change
Make CLC even better!

3. But First… Say Hello Introduce yourself to at least three new people…
…GO!
3 minutes

4. Change. What do you think and feel when you see this word?
Story of when Change has gone bad and when it has gone very well.

5. People and Change
“Every individual experiences change in a unique way” (Bouckenooghe, 2010)
“They conceived attitudes as a tridimensional concept composed of cognitive, affective, and intentional/behavioral components. The affective component refers to a set of feelings about the change. The cognitive component refers to the opinion one has about the advantages and disadvantages, usefulness, and necessity, and about the knowledge required to handle the change. Finally, the intentional/behavioral reactions refer to the actions already taken or which will be taken in the future for or against change.” (Bouckenooghe, 2010, p. 501)

6. People and Change
“Every individual experiences change in a unique way” (Bouckenooghe, 2010)
Cognitive, Affective and Psychomotor Domains
“What are you doing using your big school words, just use normal people words and I’ll understand what you’re talking about” –Ricky
What impacts your feelings toward change?
5 minutes

7. People and Change
“Every individual experiences change in a unique way” (Bouckenooghe, 2010)
Cognitive, Affective and Psychomotor Domains
“What are you doing using your big school words, just use normal people words and I’ll understand what you’re talking about” –Ricky
Knowledge, Feeling and Behaviour/Ability
What impacts your feelings toward change?
5 minutes

8. Tell me how you really feel
organizational ability to accommodate changing situations
policies supporting change
trust in peers and leaders
change self-efficacy
organizational commitment
perceived personal competence
job satisfaction
(Choi, 2011)
employees form assumptions, expectations, and impressions regarding the need for organizational change and the extent to which such changes are likely to have positive implications for them as individuals and for the wider organization.” (Choi, 2011, p. 481)

9. People and Change
“Every individual experiences change in a unique way” (Bouckenooghe, 2010)
Cognitive, Affective and Psychomotor Domains
“What are you doing using your big school words, just use normal people words and I’ll understand what you’re talking about” –Ricky
Knowledge, Feeling and Behaviour/Ability
Armenakis, Harris & Mossholder (1993) meant when they stated, “It is important to note, however, that the creation of readiness for organizational change must extend beyond individual cognitions since it involves social phenomena as well"
“They conceived attitudes as a tridimensional concept composed of cognitive, affective, and intentional/behavioral components. The affective component refers to a set of feelings about the change. The cognitive component refers to the opinion one has about the advantages and disadvantages, usefulness, and necessity, and about the knowledge required to handle the change. Finally, the intentional/behavioral reactions refer to the actions already taken or which will be taken in the future for or against change.” (Bouckenooghe, 2010, p. 501)

10. What could be gained if we knew we could overcome any resistance to change?
Segway into the three different approaches.

11. The Three Different Change Approaches
Power-coercive
Telling people what they need to do
Empirical-rationale
Providing people with knowledge
Normative-reeducative
Asking people to create their own solution
(Choi & Ruona, 2011)
Examples of each
Which is best?

12. Applying the Three Approaches
In which situations do you think the three approaches would work best?
Can they be used in tandem? Can all three be used at once?
Power-coercive
Telling people what they need to do
Empirical-rationale
Providing people with knowledge
Normative-reeducative
Asking people to create their own solution
5 minute Think-Pair-Share

13. Force Field Analyses.
Pick a topic and get everyone to brainstorm Drivers and Resistors
If time, get them to Enhance and Minimize the Drivers and Resistors, respectively.
10 min

14. Force Field Analysis Select the change solution
Brainstorm Drivers and Resistors of change
How the change would benefit or hinder the organizations
Pick the top two
Brainstorm ways to Enhance the Drivers and Minimize the Resistors
Implement the change

15. Sustaining Change
Burke (2009) put forth that is important to be able to “to encourage people, to exude energy and enthusiasm for continuing down the change path, and to find ways to continue communicating the message” (p. 753). 
Ask:
How are we doing with that?
How is that working for us?
What needs to be changed
By checking in this way, adjustments can be made to make solutions work even better, and this should also build relationships in the process.

16. Questions?

17. Thank you!