2. + Session 3: Supporting Change

3. + Tonight’s Topics Supporting Change: Why do people resist change?? Why do people change? How do we support change MANAGING CHANGE IS LIKE IS LIKE BALANCING A MOBIL

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5. + Task– Manage the dynamic not the pieces Communication: Don’t keep information a secret during meetings of the transition teams Schools are full of change survivors. They have lived through change programs and managed not to change at all. They are cynical. Their reaction is opposite from commitment. When change is demanded, don’t look for buy in first. Look for behavior change. With improved performance excitement and belief will follow.

6. + Change in behavior First change should be at the top. If we are managing the way we say we want to, how would we act? What would we want our meetings to be like; How would we define, recognize, compensate, and reward appropriate behavior? Leaders should have input of followers on this vision. Empowerment doesn’t mean abandonment. Make sure followers have the skills to assume a role in the change.— Setting the context for change means understanding what colleagues know and do not know. Then provide opportunities to help them develop and reinforce their gains. Change is fundamentally about feelings.

7. + Pity city When an organization either denies the validity of the emotions in the workplace or seeks to permit only certain kinds of emotions two things happen: Leaders cut themselves off from their own emotional lives They cut off the ideas, solutions, and new perspectives that other people can contribute. How it works: 15 minutes of how hard the change is. Complaints and stories of how difficult it is. 15 minutes of brag time—to showcase minor victories Team realizes it is hard for everyone and they then could offer each other support

8. + Role of trust A paradox of change is that trust is hardest to establish when you need it the most. If a company is in trouble or if it is in the middle of a change effort, lack of trust automatically emerges as a serious barrier. Trust is at risk if individual’s hierarch of needs are not met.

10. + Trust depends on predictability and capability. During change-- Ground rules change—loyalty in return for years of service may be threatened Career path is predictable. Must clarify what is predictable: “If you believe that you cannot lead this way or adapt this change and you come and tell me, I will find another position. If I discover that you are not changing and moving along with the plan, there are no such guarantee. Must identify capabilities that will be needed. Roles are negotiated and responsibilities assigned

11. + Change management teams Establish context for change and provide guidance. Stimulate conversation. Provide appropriate resources. Coordinate and align projects Ensure congruence of messages, policies, and behaviors Provide opportunities for joint creation Anticipate, identify group, and address people problems. Prepare the critical mass.

12. + Why do people resist change?

13. + Personal compacts that define relationship between the employer and the organization FORMAL PSYCHOLOGICAL SOCIAL UNREVISED PERSONAL COMPACTS DURING THE CHANGE PROCESS WILL BLOCK CHANGE.

14. + FORMAL COMPACT: Captures basic tasks and performance requirements What am I supposed to do for the organization. What help will I get to do the job. How and when will my performance be evaluated and what form will the feedback take? Will I be paid and how will pay relate to my performance evaluation?

15. + Psychological dimension: mutual expectations and reciprocal commitment How hard will I really have to work? What recognition, financial reward, or other personal satisfaction will I get for my effort?

16. + Social dimension: Alignment of values and mission with practices Are my values similar to those of others in the organization. What are the real rules that determining who gets what in this company?

17. + Alignment Theory Four Degrees of Alignment 1. In Alignment 2. Misalignment: 3. Out of Alignment 4. Derailment

18. +  Acting Out  Physical Manifestations  Burn Up  Burn Out  Break Down Classic Burn out Cycle (Gregorc, 2000)

19. + Strategies for Change (Gregorc, 2000)  Adapt  Adopt  Cope  Change Self or Environment  Drop Out with Integrity