Dealing with change - Eric Vanderburg - Remington College, 2005
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This document discusses how to effectively manage change at both the personal and organizational level. It outlines several models for understanding change, including the seven stages of personal change and Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses tips for implementing change, such as communicating regularly, creating a climate comfortable with change, and involving people in the change process. Managing resistance is also addressed through understanding its sources and using tools like force field analysis.
Dealing with change - Eric Vanderburg - Remington College, 2005
- 1. Dealing with Change Eric Vanderburg Human Relations – Eric Vanderburg ©2005
- 2. Change Increasing with each generation since the Industrial Revolution Coping with change – dealing with it without allowing it to damage you emotionally Severe change – sense of loss, much stress Human Relations – Eric Vanderburg ©2005
- 3. Most Dramatic Changes Loss Separation Relocation Change in Relationship Change in Direction Change in Health Personal Growth Human Relations – Eric Vanderburg ©2005
- 4. Constants of Major Change It happens to everyone Seems to be out of your control Major changes have babies (other changes) Internal locus on control lessens effect Loss of control = more stress Friendships Financial situation Self esteem Felt before, during, & after Human Relations – Eric Vanderburg ©2005
- 5. Intensity of change (Holmes-Rahe Readjustment Scale) Death of Spouse Divorce Marriage Loss of job Death of close friend Outstanding achievement Moving Vacation Human Relations – Eric Vanderburg ©2005 100 73 50 47 37 28 20 13
- 6. 7 Stages of Personal Change Healthy reaction to change takes the following steps Emotional Standstill (shock) Denial, can be emotional denial, lasts weeks or months Anger – support groups can help here Helplessness 1. 2. 3. 4. • • 1. 2. 3. Overdisclose Retreat Bottoming Out – release thoughts, memories, & emotions Experimenting – start to try normal activities (dating, working) Completion – Can bring the even up without pain Human Relations – Eric Vanderburg ©2005
- 7. The process Regression - Slipping back into an early stage in the process (temporary or permanent) Need to return to your normal self concept Human Relations – Eric Vanderburg ©2005
- 8. Helmstetter’s 6 Steps 1. 2. 3. 4. 5. 6. Recognize & Understand Accept or Reject Choose your attitude (positive) Choose how you will deal with it (self or group) Choose action each day – state a plan each day Review steps and progress daily Human Relations – Eric Vanderburg ©2005
- 9. Organizational Change Change a group must accept and implement Managers must plan for change & must monitor for change needs Associates must be flexible and courageous. Staying the same is comfortable but it is a losing strategy Human Relations – Eric Vanderburg ©2005
- 10. Managing personal change Become aware Initial change Offspring of the change Give others a chance to talk about it Maintain the organizational ideal Deal with special needs Stick to organizational goals Human Relations – Eric Vanderburg ©2005
- 11. Lewin Change Model Unfreezing Moving Preparing for change Showing the need for change Changes are made Refreezing Create new policies Reinforce behaviors May not be possible in high change fields Human Relations – Eric Vanderburg ©2005
- 12. Force Field Analysis Driving Forces – want to implement change Restraining Forces – want to keep things the way they are Driving forces must be stronger for change to take place Causes changers to plan for change Resistance forces are analyzed Conflicts can be avoided Human Relations – Eric Vanderburg ©2005
- 13. Logical Incrementalism 1. 2. 3. 4. 5. General concern – awareness, threat Broadcasting idea (trial balloon) – general terms of the idea are given to test reaction Formal plan developed – what and how are defined Starter event triggers action – important action gets attention and starts the change (crisis) Ongoing adaptation of the plan Human Relations – Eric Vanderburg ©2005
- 14. Resistance Filtered listening – information that challenges personal world stability is ignored Fear of the unknown Fear of Loss Distrust or resentment of the change agent Belief that the change is wrong – effort appears doomed Pace of change is too fast or slow Too fast: not proper training or implementation Too slow: not effective, appears never-ending Human Relations – Eric Vanderburg ©2005
- 15. Japanese embrace change Continuously improve Fact of life, expected Encouraged Feedback is utilized and constant Fewer management layers Less risk Human Relations – Eric Vanderburg ©2005
- 16. Organizational Development (OD) OD Change Agent – outside specialist who initiates and encourages change OD interventions – training tools to teach how to solve problems Helps empower associates Helps in accepting new responsibility Human Relations – Eric Vanderburg ©2005
- 17. OD Ideals Participative Operations Equality Respect for Others Confrontations with problems Trust and mutual support – openness, honesty, helpfulness, team effort Human Relations – Eric Vanderburg ©2005
- 18. Organizational Change Tips Communication Climate Share all information Ask for feedback Regular communication Comfortable with change Make it normal Encourage Involvement Human Relations – Eric Vanderburg ©2005