1. LEADING CHANGE

2. Outline of Leading Change Module
The Nature of Change
A model for understanding human responses to change
Actions for introducing/Leading Change
The Forces Causing Change
Understanding Change resistance
Identifying perceived losses and opportunities for Change
Developing Change Resilience in yourself and others
Leading Change Workshop for Managers

3. Leading Change Workshop for Managers
The Nature of Change
“to make the form, content or future course of something different from what it is or from what it would have been if left alone”
Change disrupts the status quo
Breaks the momentum and continuities that represent the steady streams of our lives and organization
Shocks us out of a comfortable place into discomfort
The heart of change is movement, transition and discontinuities
Leading Change Workshop for Managers

4. Leading Change Workshop for Managers
The Nature of Change….
2 Aspects of Changes nature profoundly influence the course of change and its impact on people.
The more disruptive a change is to the status quo, the greater it diminishes the capacity to envision the future.
The path of change is unpredictable, even to the leaders. There are always unintended consequences – you may get a lot more than you expected or none of what you hoped.
Once initiated Change takes its own course, people other than the leader can influence its future. The leader must remain engaged with the change, providing on-going direction and guidance, working to shape the change as it evolves.
Leading Change Workshop for Managers

5. The Journey Through Change
Learning, Acceptance and Commitment
Comfort and Control
Looking Back
Looking Forward
Inquiry, Experimentation, and Discovery
Fear, Anger, and Resistance
Chaos
Leading Change Workshop for Managers

6. Characteristics of Comfort and Control
Comfortable
Safe
Everything’s fine
Happy
Satisfied
No problems
Positive
Rewarding
In control
I’m okay, you’re okay
People feel comfortable, safe, and in control.
They are working hard – but often on the
wrong things
Leading Change Workshop for Managers

7. Characteristics of Fear, Anger, and Resistance
Frustration
Anger
Fearful
Betrayed
Upset
Confused
Challenged
Leading Change Workshop for Managers

8. Characteristics of Fear, Anger, and Resistance (contd.)
Hostility
Anxiety
Self-doubt
Lost
Dazed
People feel frustrated, angry,
and fearful about the change.
Performance deteriorates
Leading Change Workshop for Managers

9. Characteristics of Inquiry, Experimentation, and Discovery
Confused
Questioning
Hopeful
Opportunity
Frustrated
Disappointed
Challenged
Half-way there!
Making Progress
Leading Change Workshop for Managers

10. Characteristics of Inquiry, Experimentation, and Discovery (contd.)
Going in all directions at once
Searching for solutions
Exciting!
Innovation/creativity
People want to make the change work
on their terms as well as those of
the organization – but they don’t
have clear answers
Leading Change Workshop for Managers

11. Characteristics of Learning, Acceptance, and Commitment
Now I know!
Energized
Success!
We made it!
Relief
Wow!
Self Confidence
Satisfied
Comfortable
What’s next?
People are focused on and
excited about the future. They begin
working together to accomplish
the change vision
Leading Change Workshop for Managers

12. Getting Struck in the Journey
When people get stuck here It can lead to this…
Comfort and Control Complacency and Obsolescence
Fear, Anger, and Resistance Sickness & Depression
Inquiry, Experimentation, Anxiety and Lack of
and Discovery Integration
Learning, Acceptance and Gradual Drift ”Backward” into
Commitment Comfort and Control
Leading Change Workshop for Managers

13. Leading Change Workshop for Managers
In Your Small Group…
What specific actions can we take to help
Ourselves
Others
Along the emotional journey through
change.
Leading Change Workshop for Managers

14. Actions for Comfort and Control
Acknowledge their successful past.
Get people’s attention!
Sell the need for change … sell the pain and consequences of not changing.
Immerse people in information about the change…customers complaints, budget data, increasing cost, competitive pressures.
Let people know it will happen – one way or the another!
Give people time to let the ideas sink in.
Don’t sell the solutions…sell the problem.
Leading Change Workshop for Managers

15. Actions for Fear, Anger, and Resistance
Co-create the vision
Listen, listen, listen.
Acknowledge people’s pain, perceived losses, and anger.
Strive to address their perceived losses.
Tell people what you know - and what you don’t know.
Don’t try to talk people out of their feelings.
Discuss ways to solve the problems people see with the change.
Encourage discussion, dissent, disagreement, debate…keep people talking
Leading Change Workshop for Managers

16. Actions for Inquiry, Experimentation and Discovery
Give people freedom and direction.
Give people permission to find their own solutions.
Encourage people to take risks.
Affirm and refine the vision – make room for others’ ideas.
Tell other people as much as you know.
Encourage teamwork/collaboration.
Encourage personal reflection and learning.
Provide people with training and support.
Set short- term goals.
Leading Change Workshop for Managers

17. Actions for Learning, Acceptance and Commitment
Acknowledge their hard work.
Celebrate success and accomplishments.
Reaffirm the vision.
Bring people together towards the vision.
Acknowledge what people have left behind.
Develop long-term goals and plans.
Provide tools and training to reinforce new behaviors.
Prepare people for the next change
Leading Change Workshop for Managers

18. Leader Action… Learning, Acceptance and Commitment Comfort and Control
Stability
Learning, Acceptance and Commitment
Comfort and Control 4
Create a felt need for change
Stabilize and sustain the change
Looking Back 1
Looking Forward
Leader Actions
Revise and Finalize the change plan 3
Introduce the change 2
Inquiry, Experimentation, and Discovery
Fear, Anger, and Resistance
Chaos
Leading Change Workshop for Managers

19. Leading Change Workshop for Managers
In Your Small Group
What specific action can we take to introduce,
lead, and sustain a specific change in our
organization?
Identify actions that help you
a. Initiate or introduce the change.
b. Respond to the emotional needs of the
people at the respective stage.
c. Meet the noted “ key challenge”
Leading Change Workshop for Managers

20. Leading Change Workshop for Managers
Create a Felt need
Identify what needs to change.
Identify why it must change – identify the problem that needs to be solved.
Immerse them in the data from the customer, from other stakeholders, from the organization’s performance successes and failures.
Identify the consequences for the organization of not solving the problem or not responding to the challenge.
Get their attention – give people a reason to ,move out of comfort and complacency
Leading Change Workshop for Managers

21. Leading Change Workshop for Managers
Introduce the Change
Ask people to solve the “problem.”
Offer your own possible solutions and strategies.
Work with others to co – create a shared change vision.
Guide people in exploring the positive outcomes.
Listen to people’s objections, concerns, fears, and perceived losses.
Acknowledge their fears and perceived losses.
Invite people to offer ideas to offset the losses and realized the benefits.
Integrate their concern about and ideas for improving change.
Leading Change Workshop for Managers

22. Revise and Finalize the Change
Help people
Identify/explore the hidden opportunities
Define the future of the change on their terms and those of the organization
Invent creative solutions to the challenges
Continue to identify obstacles to change acceptance that must be overcome – explore the hidden opportunities.
Encourage people to find creative answers to their questions about the change.
Adjust the change vision, strategy and plan in response to the ideas and answers offered by stakeholders.
Leading Change Workshop for Managers

23. Stabilize and Sustain the Change
Develop action steps for stabilizing, reinforcing, and sustaining the change:
Give people time to mourn their actual losses
Provide skill and knowledge training
Revise job descriptions
Develop new reward systems
Strengthen social connections and relationships
Recognize and celebrate accomplishments
Develop performance measures to evaluate the results from the change
Make adjustments to change vision and strategy to reflect new learning and insights.
Challenge people to be open to new challenges, forces, and pressures for the next change.
Leading Change Workshop for Managers

24. Leading Change Workshop for Managers
The art of progress is to
preserve change amid order and
preserve order amid change.
-Alfred North Whitehead
British mathematician and
philosopher ( )
Leading Change Workshop for Managers

25. Leading Change Workshop for Managers
Forces of Change …
External Forces
Technology
Economy
Market Niche
Human/Social Needs and Values
Government Policies
Internal Forces
Leadership and vision
Workforce Demographics
Employee Dissatisfaction
New Ideas
Performance Failures
Leading Change Workshop for Managers

26. Leading Change Workshop for Managers
Exploring the Forces
First by yourself… Identify the external and
Internal forces for change that you see putting
pressure on this organization…
Then as a group:
1. Discuss your individual lists.
2. Explore agreement on the key forces.
3. Identify the consequences if the organization does not respond effectively to these forces.
Leading Change Workshop for Managers

27. Responding to the Forces
For each key force pressuring the
organization the organization to change,
identify at least three constructive ways in
which the organization can respond
effectively.
Leading Change Workshop for Managers

28. Leading Change Workshop for Managers
is inevitable,
Growth is optional
Leading Change Workshop for Managers

29. Leading Change Workshop for Managers
There is nothing more delicate to take in hand,
nor more dangerous to conduct, nor more
doubtful of success, than to step up as a leader
in the introduction of changes.
For he who innovates will have for his enemies
all those who are well off under the existing order of
things, and only lukewarm supporters in those
who might be better off under the new.
- Niccolo Machiavelli
The Prince, 1527
Leading Change Workshop for Managers

30. Leading Change Workshop for Managers
Origins of Resistance
Some people fear loss.
Some people mistrust those who lead.
Some people disagree on the change.
Some people don’t tolerate change well.
Leading Change Workshop for Managers

31. Leading Change Workshop for Managers
In Your Small Group
Which of the reasons for change resistance are the most likely causes of resistance in this organization or for this change?
Identify at least two or three actions that change leaders and those affected by the change can take to help reduce or eliminate that source of resistance.
Leading Change Workshop for Managers

32. We Value Resisters Because
They clarify the problem.
They identify other problems that need to be solved first.
They force change leaders to think before they implement the change.
Their tough questions can strengthen and improve the change.
They let us know opposes the change.
They slow down the change.
They might be right, it is a dumb idea!
Leading Change Workshop for Managers

33. Leading Change Workshop for Managers
The Crisis of Change…
Danger!
Hidden Opportunity
Leading Change Workshop for Managers

34. Leading Change Workshop for Managers
The PERCEIVED Losses…
Job Security
Psychological Comfort and Security
Control over One’s future
Purpose/ Meaning
Competence
Social Connections
Leading Change Workshop for Managers

35. The PERCEIVED Losses Territory Future Opportunities Power
Social Status
Trust in Others
Independence and Autonomy
Of these potential losses,
Which are people most likely
To experience from the coming
changes?
What can we do to reduce or
Eliminate these losses.
Leading Change Workshop for Managers

36. Leading Change Workshop for Managers
In Your Small Group
Discuss the most likely perceived losses from the change
Identify at least two or three actions people can take to reduce, eliminate, or offset the perceived loss with a hidden opportunity.
Leading Change Workshop for Managers

37. Leading Change Workshop for Managers
Human Nature…
People want to maintain control over their lives.
People develop self-confidence and psychological health by building stable and effective relationship with others.
Our sense of control, comfort, and well- being results from the degree of certainty we have about our lives and our future.
Change disrupts our ability to predict what’s in store for us.
The more a change disrupts our ability to envision our future, the greater our confusion, fear, anxiety, and self doubt.
Leading Change Workshop for Managers

38. Leading Change Workshop for Managers
Change Nuggets….
The absence of change is death to the future of any organization; presence of change perceived as chaotic and relentless can lead to organization disintegration
People want to maintain control over their lives.
Change is inevitable; growth is optional
Change is difficult because it moves people out of their comfort zone
People don’t resist change as much as they resist being changed
Resistance to change occurs for a reason
Leading Change Workshop for Managers

39. Leading Change Workshop for Managers
Change Nuggets….
People respond to change differently, based on their personalities, histories, personal visions, or perceptions of the surrounding environment
You can’t change people only them can make the choice to change
The complexity and size of change matters
You can never communicate too much during a difficult and complex change
Resilience is important
Leaders don’t control change; they guide, shape and influence it
Leading Change Workshop for Managers

40. Leading Change Workshop for Managers
Resilience is…
The ability to recover from or adjust easily to misfortune or change.
The capability of a strained body to recover its size and shape after being subjected to adversity or stress.
Leading Change Workshop for Managers

41. Develop Your Resilience
Self-Assured
Clarity of Personal Vision
Flexible
Organized
Problem Solver
Interpersonal Competence
Socially Connected
Proactive
Leading Change Workshop for Managers

42. Leading Change Workshop for Managers
In Your Small Group
Discuss your reactions to and questions about resilience and its dimensions.
Identify three or four actions that leaders and individuals can take generally to develop and strengthen resilience in themselves and others.
Leading Change Workshop for Managers

43. Leading Change Workshop for Managers
Blessed are the flexible, for
they shall not be
bent out of shape.
- Dr. Michael McGriffy
Leading Change Workshop for Managers

44. Leading Change Workshop for Managers