Embedded Files
There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to support the change.
Questions This Answers…
- Who are the key stakeholders of this change?
- What level of support are they currently demonstrating vs. what we need?
- Why are they resisting?
- How will we influence their commitment?
Change is external, situational; the shifts in mission, strategy, organizational structure, policies, practices, roles, etc.
Transition is the internal reorientation process people go through to come to terms with the change and to make the change happen.
Adapted from William Bridges & Susan Mitchell
Personal Transitions Exercise
- Individually, take five minutes to think of a personal situation that required change. Write down how you felt and behaved:
- When the change began
- As you worked through it
- As you settled into the new way
- With your table group, discuss feelings and behaviors you experienced at the various times and make note of similarities
- Debrief with large group
Letting Go: What you can do…
- Let people know change will happen
- Explain what they can expect
- Give them time
- Talk things over
- Be empathetic
- Train and educate
- Find ways to honor the old way
- Clearly define what’s over, and what’s not
Questions you can ask…
Neutral Zone: What you can do…
- Focus on priorities
- Conduct brainstorming, visioning, planning sessions
- Provide information
- Model the new way
- Explain neutral zone as uncomfortable time that can be turned to everyone’s advantage
- Create temporary policies, procedures, roles, etc.
Questions you can ask…
New Beginnings: What you can do…
- Set long-term goals
- Concentrate on building a team
- Validate those responding to the change
- Provide information
- Listen
- Be empathetic
- Ensure everyone has a part to play
- Ensure policies, procedures are consistent with the new way to avoid mixed messages
Questions you can ask…
Stakeholders and Impact (People, Processes, Resources, Facilities, Relationships…)
- What areas of the business will affect or be affected by our change?
- How will they each impact or be impacted?
- Which will be most affected?
- Who have we forgotten or taken for granted?
Recognizing and Managing Attitudes
- Strengths/challenges of each?
- How are these represented in our change?
- How will we leverage strengths?
- How will we manage challenges?
“Resistance is a mental, emotional, or physical opposition to changing your world as you know it.”
“The action of opposing something that you disapprove or disagree with.”
“The force that tends to oppose forward action.”
Reasons Employees Resist Change
- Not aware why change is needed
- Comfortable with status quo
- Fear of unknown
- History with past changes
- Fear job loss
- Unsure they have needed skills
Reasons Managers Resist Change
- oss of power and control
- Overload
- Pressures and limited resources
- Lack of skills/experience managing change
- Fear of job loss
- Disagreement with the new way
- Skeptical about need for change
Google Sites
Report abuse