1. Lindsey Crisp

3.  Create a safe environment  Seek movement not exposure  Assume people are trying their best  Look in the mirror  Act in a manner consistent with what is expected of you in your role

4. Stylist Manager for over 20 years Loved and respected by all Ran the Apple Valley location “SHOW YOUR COURAGE!”

5.  Rational/Analytical Logic  Politics; Individual and Group Interests  Inspiration, Values and Visions  Emotions; Effective and Reactive Feelings  Mindsets-beliefs and Assumptions  Psychodynamics

6.  Trying to create new rules  Showing authority  Trying to take a leadership rule

7.  Key Stakeholders  Owner  Service Coordinator Manager  Three Stylist/Managers  Make change happen or BLOCK the change  Do we need to adjust what we are doing to get buy in?

8.  What are the values and aspirations of the people involved?  Do the leaders who will implement the change have the right inspirational skills?  How do we develop leaders with basic inspirational skills and abilities?

9.  Do we understand and accept that emotional reactions are a normal reaction to change and loss?  Do we have leaders with the emotional intelligence and skills to deal with people who are emotional about change?

10.  What are the key assumptions and beliefs currently limiting the possibilities for change?  How will we change people’s mindsets to allow them to see the new possibilities?

11.  Anxiety based unconscious defenses  Who stand to lose?  Who will be threatened the most?  Who will be the most anxious? Do managers have the skills to deal with it?

12.  Create a safe environment  Assume people are trying their best  Act in a manner consistent with what is expected of you in your role