Managing Change Power Point

Editor's Notes

• #2: Welcome Introduce Self / Participants (as necessary) Housekeeping (times, break, facilities)
• #3: Say: We’ve all experienced change at some point in our personal or professional life Ask: What does change mean to you? Ask: How would you define change?
• #4: Review the Definition of Change Relate Transformation to Growth Change can be positive (or negative)
• #5: Ask: Why do you think change is necessary? (natural evolution / human nature) Ask: Why is it necessary in our company? (remain competitive / viable)
• #6: Review Strategy Relate Changes back to areas Say: What are some changes you’re seeing in (4 bullets)?
• #7: What happens to (4 bullets) during a change? Why is it important to model? (accept change, set expectations, show support)
• #8: Manual Pg 2 – Section 1 Introduction Focus on You – as a person experiencing change, as a manager leading others thru change Responsibility of manager to maintain productivity and morale Purpose of the course is to help you increase your ability to manage change Review Objectives Review materials package Manual Powerpoint Change chart Action Plan
• #9: What Changes Are You Experiencing Hand Out Ask the group to complete the What Changes Are You Experiencing Chart – Explain how to complete the chart Note: If someone tells you: No change occurring with me – okay to use a personal change Share Personal Example: Job Elimination - Feel sad about loss of coworkers, scared I’m next -- When am I next, Who’s next, speculating Job Changes - Confused, working harder (not smarter) -- Confused, Non-Productive, Scrambling, Staying afloat New Co-Workers – attempting to read people, get to know new work styles – talking, explaining, New Manager – Trying to learn how they manage, figure them out, unsure of the way I fit in -- Wasted time trying to analyze people Optional Debrief: Solicit and Flip Chart Responses
• #10: Manual Pg. 3 – Section 2 The Change Process Reference Navigating Thru Change Course Here Change begins with an ending and works thru to an acceptance of the change or new beginning. Review the change model on pg 4. Denial and Resistance – Danger Exploration and Commitment – Acceptance People go thru stages at different rates Stages can be situational Peoples response to change is based on how they perceive the change will affect them. Transition: In this section we will talk about the behaviors associated with each stage of the Change Process. For example, what you will feel, hear, or see when you or someone else is in denial, resistance etc.
• #11: Manual pg. 4 – Denial 1 st stage is Denial. Describe Denial – unwillingness or inability to admit that a change is occurring, defense device – can’t deal with this now Large Group Discussion Review See – Apathy, disinterest, unawareness, distance Review Hear – Things are fine the way they are, Why can’t you leave it alone?, We’re Okay now Ask: What are you hearing or seeing? Discussion Questions : Why do people stay? (don’t have coping skills, too busy, can’t deal with, overload) Why should they leave? (pity party, unproductive, miss the boat, stuck in the past) Optional Small Group Activity Think about change taking place at ACG. Write down examples of denial behaviors you have seen or heard from co-workers or members of your team. Debrief: Table groups report out / or solicit responses from group.
• #12: Manual pg. 5 – Resistance Next stage is Resistance Describe – What we do to slow or resist the new. Concerned about the negative effects, what they will loose, afraid of the new. Emotional responses are high. Large Group Discussion Review See – Anger, depression, complaining, insecurity, disruption, fear Ask: What happens to productivity? May see increase in absenteeism, retirement Review Hear – Not me, Why should I, This is ridiculous, Better the way it was Ask: What are you hearing or seeing? Teaching Points: Denial and Resistance behaviors can be similar – Denial is Silent, Underground Covert, Resistance is display of emotions, overt Discussion Questions : Why do people stay? (fear of unknown, low confidence level) Why should they leave? (opportunity to grow, learn new skills, get out of negative behavior) Optional Small Group Activity Think about change taking place at ACG. Write down examples of resistance behaviors you have seen or heard from co-workers or members of your team. Debrief: Table groups report out / or solicit responses from group.
• #13: Manual pg. 6 – Exploration Next stage is Exploration Describe – You will see people moving towards positive reactions. Experimenting with new behaviors, relationships, hopeful stage. Emotional responses are high but positive Large Group Discussion Review See – Curiosity, questioning, energy, trying-out behaviors, involvement Review Hear – It could work, maybe not so bad, I’ll see how it works out (more I focused) Ask: What are you hearing or seeing? Teaching Points: People in this stage are now beginning to except the change May misinterpret this as acceptance – need more work, stability to reach acceptance Discussion Questions : Why do people stay? (fun to learn, explore, opportunity for growth, less structure) Why should they leave? (need to be fully committed, can become unproductive, eventually need more structure, routine) Optional Small Group Activity Think about change taking place at ACG. Write down examples of exploration behaviors you have seen or heard from co-workers or members of your team. Debrief: Table groups report out / or solicit responses from group. (I’ll try, We’ll see)
• #14: Manual pg. 7 – Commitment Next stage is Commitment Describe – people identify and accept the change. It becomes the new normal. Focus on action and achievement Large Group Discussion Review See – Achievement, Energy, Active Involvement Review Hear – Let’s plan, What can I do, how does this relate to the goal, here’s my plan Ask: What are you hearing or seeing? Teaching Points: People have a new sense of stability, confidence, purpose they lost at the beginning of the change. Discussion Questions : Why do people stay? (stable, new norm, comfort zone, productivity up) Why should they leave? (a new change is happening as we speak) Optional Small Group Activity Think about change taking place at ACG. Write down examples of committed behaviors you have seen or heard from co-workers or members of your team. Debrief: Table groups report out / or solicit responses from group. (I’ll sign up, I’ll mentor, I’ll go back to school…)
• #15: Manual Page 8 – Summary This table will help you recognize where people are at in the Change Process. Take a minute to review the table.
• #16: Manual Pg. 9 Identify Stage of Change (Change Chart Handout) Optional Large Group Activity If you flip charted original changes and behaviors, ask group to label each behavior DREC Individual Activity Go Back to you What Changes Are You Experiencing chart you completed earlier. Look at the behaviors you listed in the columns next to the change. Then label each behavior you listed DREC. Debrief: Ask: Any problems labeling? D and Rs often interchanged
• #17: Manual Pg. 10 -- Section 3 Guiding Yourself Through Change Transition Is it easier to help others or self thru change? (others, easier to see or hear others rather than interpreting own emotions, feelings) In this course we are going to look at change from 2 perspectives: guiding yoursef, guiding others In this section we will give you tips/strategies to help yourself thru change As a leader - Why is it important to help yourself through change? (so you can model for team)
• #18: Manual Pg. 11 Self Assessment Tool In order to help yourself thru the change process, you must recognize where you are today. Self Disclosure – talk about changes in HR – Training – lg. Or small impact. Explain how to take the self assessment Answer each question with 0,1,2,3 Make sure you snake the responses Add the columns Highest score will indicate where you are in the Change Process
• #19: Manual Pg. 12 What Do You Do Match your highest score with the symbol on page 12. Review that area on the chart. It will give you some strategies to help you move forward to the next stage of change For each strategy in your section, write down how you will achieve this/help yourself Debrief (large group discussion): Ask: How do you help yourself in each stage of the change process.
• #20: Action Planning “You” Take out Action Plan from your course pack Review Action Plan Tool you can use on the job Complete as you work thru the course Note strategies to help you help yourself and team thru change Ask group to complete the “You” section of the chart Think of a change Write down how you are feeling Determine what stage you are in Write down how you will help yourself get to the next stage in the Change Process Put aside, you will use later in the course.
• #21: Manual Pg. 13 Section 4 – Guiding Others Thru Change Transition Talked about recognizing behaviors in each stage of the change process, and then how you can guide yourself through each stage. Now focus on leadership strategies you can use to guide others (team) through each stage of change. To do this you must build trust within your team. Review the trust behaviors Tie back to Resolving Conflict Then you can asses where your team is and guide them to the next stage.
• #22: Manual Pg. 14 Self-Assessment To guide your team, it’s helpful to know how well you lead change today. The next self-assessment will help your identify skills you may already have that can make you more effective at leading change. It may also point out what the challenges you face when leading change. Explain how to complete assessment Read question Answer with (bullets above) Circle answers on answer key Add columns Add total score
• #23: Manual Pg. 17 – What Your Score Means Ask individuals to review their scores Overall Score – Average if you range from 100-120 Then look at individual dimensions Check where you fall Not exact science, may have behaviors in either area Serves as overview/guidlines
• #24: Manual Pg. 19 – Track and Assist People Thru Change Transition: Change is a process, not an intervention, therefore tracking and on-going monitoring is essential Next we’ll be talking focusing on actions leaders can take to help move people through each stage of change. Keep assessment in front of you, we’ll be referencing.
• #25: Manual Pg. 20 Denial Denial – How you can help others move through the denial phase Leadership Strategy: Communication Communicate Provide Information Reinforce, Repeat Model Respect peoples sense of loss – people are grieving Tie Denial back to assessment Look back on your assessment. If you have a low score in communication, keep in mind that you may need to work on strategies in this section Have participants review material Ask: Does anything jump out at you? Ask: Would you add anything? Ask: Any Ideas or Suggestions? Case Study Explain: - read, answer questions (table groups) Debrief: - solicit responses - How can Henry assist Jackson? (sit down and discuss realistic time frames for installation, pull Jackson aside and tell him that you are hearing what he is saying and want to know why he feels that way.
• #26: Manual Pg. 22 Resistance Resistance – How you can help others move through the resistance phase Leadership Strategy: Involve / Help Ohters Break from Past Review bullets on overhead Tie Denial back to assessment Look back on your assessment. If you have a low score in Involving Others and Helping Others, keep in mind that you may need to work on strategies in this section Have participants review material Ask: Does anything jump out at you? Ask: Would you add anything? Ask: Any Ideas or Suggestions? Case Study Explain: - read, answer questions (table groups) Debrief: - solicit responses - How can Henry assist Richard? (Have 1:1 to talk about how Richard feels, listen, listen, listen, Acknowledge feelings, ask Richard for advice)
• #27: Manual Pg. 23 Exploration Exploration – How you can help others move through the exploration phase Leadership Strategy: Create a Supportive Learning Environment Review bullets on overhead Tie Denial back to assessment Look back on your assessment. If you have a low score in Involving Others and Helping Others, keep in mind that you may need to work on strategies in this section Have participants review material Ask: Does anything jump out at you? (already doing deve3lopmental plans, and coaching) Ask: Would you add anything? Ask: Any Ideas or Suggestions? Case Study Explain: - read, answer questions (table groups) Debrief: - solicit responses - How can Henry assist Karen? (use Karen as coach, give extra responsibility, ask for help planning)
• #28: Manual Pg. 24 Commitment Commitment – How you can help others stay in this phase Leadership Strategy: Maintain Commitment Recognize for achieving goals and completing the change Help people visualize the New Keep in touch with people to guard against weeknesses Have participants review material Ask: Does anything jump out at you? (already doing deve3lopmental plans, and coaching) Ask: Would you add anything? Ask: Any Ideas or Suggestions? Case Study Explain: - read, answer questions (table groups) Debrief: - solicit responses - How can Henry help keep Tom Committed? (Use his skill to mentor others. Have tom run a staff mtg to discuss how this has happened in the past and has been beneficial to the area)
• #29: Manual Pg. 25 – Leading Change Summary Summary of Change Behaviors and Strategies Focus here is on Leading Change Give a minute to review
• #30: Action Planning “You” Take out Action Plan Ask group to complete the “Team Member” section of the chart Think of a change Identify one person on your team Write down what you are seeing or hearing from that person Determine what stage the person is in Write down how you will help that person through the process Save this action plan, add to it, review it, revise it Meant to be a working document
• #31: Manual Page 27 Things to Remember: Different Stages: Change is an individual experience, may not be experiencing the same change in the same way People Can Regress: Can backslide. Example, people can move from Exploration to Resistance if they do not get enough support. Your job is to keep them on track Break Changes Down: Big changes can be overwhelming. Help people tackle the change in small doses. Remember to take baby steps. People Can Get Stuck: Tips on the following page Chart Shows why people can get stuck and what you can do about it
• #32: Close – Tie Change to Accountability