1. Change awareness, a refresher
No. 1 The change curve
Paul Clarke
Improvement
Business Improvement Group

2. Myths and Realities about Change Transitions
Content
Myths and Realities about Change
Transitions
What help is available to deal with transitions
06 April 2019

3. When you think about change what comes mind
Fear
Excitement
Not in control
Chaos 3
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4. When you think about change what comes to mind
Fear
Excitement
Not in control
Chaos 4
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5. What level of change do you like?
Willing to modify 1 or 2 things
Basically working
Champion of change
Do it now
Incremental
Love Change
Dislike Change
Moderate Change
Status quo
Like it as is
Willing to make change
Managed and controlled
Where you position yourself is strongly linked to how you feel
06 April 2019

6. What level of change do you like?
Willing to modify 1 or 2 things
Basically working
Champion of change
Do it now
Incremental
Love Change
Dislike Change
Moderate Change
Status quo
Like it as is
Willing to make change
Managed and controlled
Is it affected by how you feel ?
Where you position yourself is strongly linked to how you feel
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7. 7 7 How many of you have read this article?
Ask for summary of article from participants…the cliff notes version. 7
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8. MYTH
REALITY
90% of patients don't sustain changes in the unhealthy lifestyles that worsen their severe heart disease and greatly threaten their lives.
Crisis is a powerful impetus for change 8
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9. MYTH
REALITY
It's too easy for people to go into denial of the bad things that might happen to them. Compelling, positive visions of the future are a much stronger inspiration for change.
Change is motivated by fear 9
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10. MYTH
REALITY
Our thinking is guided by narratives, not facts. When a fact doesn't fit our ‘mental models’ we reject it. Also, change is inspired best by emotional appeals rather than factual statements.
The facts will set us free 10
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11. MYTH
REALITY
Small, gradual changes are always easier to make and sustain
Radical, sweeping changes are often easier because they quickly yield benefits. 11
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12. MYTH
REALITY
Our brains have extraordinary "plasticity”…we can continue learning complex new things throughout our lives, assuming we remain truly active and engaged.
We can't change because our brains become "hardwired" early in life, Old dogs new tricks ! 12
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13. Change Vs Transition
It isn’t the changes that do you in, it’s the transitions.
Change is not the same as transition.
Change is situational: the new site, the new boss, the new team roles, the new policy.
Transition is the psychological process people go through to come to terms with the new situation.
Change is external, transition is internal.
(William Bridges)
06 April 2019
Source: William Bridges, Managing Transitions: Making the Most of Change

14. EMOTIONAL CYCLE OF CHANGE
Phase I.
Uninformed Optimism
OPTIMISM
Phase V.
Success
Phase II.
Reality
Phase IV.
Informed Optimism
Phase III.
A) Determination & Commitment
PESSIMISM
There are 2 curves that we use to describe the emotional cycle of an individual during change.
Curves show us that we can make some predictions based on the line and trajectory as to how we might manage or lead through it - the words or states of mind allow us to connect to our thinking
So in this curve:
Phase 1 – Uninformed optimism – great we are reorganizing the department
Phase 2 –reality – oh no, you mean I’m getting a new manager?
Phase 3 –you have a choice – you can give up – should I go find another job? Or you can commit and move forward – I’ll give it a shot, it could be OK.
Phase 4 – informed optimism
Phase 5 – success
Definitely notice the shape of the curve – which matches our emotional cycle. We are high, then pessimism sets in, then if we can be determined and push through everything comes out OK.
OR B) Giving Up
Time
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Source: William Bridges, Managing Transitions: Making the Most of Change 14

15. I will or start at endings and see for each zone
REACTIONS TO CHANGE
New
Beginnings
PHASES OF TRANSITION
Endings
Enthusiasm
Confidence
Denial
Adaptation
Hurt
Shock
Optimism
Fear
Hope
Transition
Anger
Testing
Frustration
Understanding
Confusion
Acceptance
Chaos
Stress
Awareness
Review change curve. We talked a lot about the phases and what to expect in each phase. This simply attaches common reactions and feelings we experience in each of those phases.
Give me a show of hand based on where you think the majority of your feelings fell into
I will or start at endings and see for each zone
What affected where you placed yourself? Let’s consider time as an example…
Ambivalence
Giving Up 15
William Bridges – Managing Transitions (Modified)
Time 15
06 April 2019
Source: William Bridges, Managing Transitions: Making the Most of Change 15

16. How can you tell where you are
“ I don’t believe it”
“It won’t work”
“But I’ve always”
“It’s ok in theory but”
“When we reach…”
“When we are….”
“My plans are to …”
“When we achieve …”
“Yes but ….”
“I Haven’t got time .. “
“This company always ……”
“I’ve no idea”
“What’s the implication of ….”
“What will this mean to …”
“Lets try ….”
“What about..”
“Phase” you may hear
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17. General Approaches to support
INFORMATION & COMMUNICATION
INVOLVEMENT & ENCOURAGEMENT
INDIVIDUAL SUPPORT
CLEAR DIRECTION & GUIDELINES
General Approaches to support
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18. Crucial Conversations Influencer
INFORMATION & COMMUNICATION
Communicate the vision, and direction of the
project/business to everyone and do it frequently
Explain the rationale
Communicate face to face
Ensure senior managers take responsibility for the communication
Communicate openly and honestly
Develop a clear communication strategy with
transparent feedback loop
Use different media for different messages
INVOLVEMENT & ENCOURAGEMENT
Consult people affected about the changes
where practicable
Involve those in the changes that affect them
personally
Praise people for their efforts and encourage them further
Seek out “champions” and use them to support
others
INDIVIDUAL SUPPORT
Provide opportunities for people to express their
thoughts and feelings about the changes
Enable individuals to develop personal actions
plans
Encourage managers to get people to talk about
the changes with their teams
Provide individual support where necessary
Recognition of achievement and difficulties
CLEAR DIRECTION & GUIDELINES
Provide training and coaching as soon as possible
Give people a clear outline of what is expected of them after the changes
Implement changed HR policies and practices as
soon as is practicable
Crucial Conversations
Influencer
General Approaches to support
Specific Approaches
06 April 2019

19. CHANGE
A bend in the road is not the end of the road unless you fail to make the turn
06 April 2019

20. Business Improvement Group
Help with transitions
Books
What else
Training in Crucial conversation and Influencer can be arranged
Targeted assistance to help you help your teams with transition
contact Paul Clarke Ext
Improvement
Business Improvement Group
06 April 2019