Leading People and Organizations Through Change

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Leading People and Organizations Through Change
Betty Stallings, President Building Better
Skills
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Aspects of Change

1. Voluntary or Involuntary
2. Intensity
3. Duration
4. Significance
5. Ambiguity

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Stages of Change

1. Endings
2. Transitions
3. Beginnings
4. Beyond Beginnings

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Loses and Gains in Change

• Loses Gains

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Threat and Opportunity Personalities

• Threat types Opportunity types
• Negative about change Positive about change
• Focuses on the loss Focuses on gains
• Less self-confident Confident
• Cant tolerate ambiguity Accepts uncertainty
  in life
• Low tolerance of stress Handles stress well
• Defends against negative Activates coping
  mechanisms when
• feelings in change negative
  feelings arise

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Emotional Process of Change

• Denial .
• Disorientation .
• Worry/Fear .
• Anger .
• Bargaining .
• Sadness

• Realignment
• Hope Excitement
• Action Planning
• Internal Exploration
• Acceptance

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Effective Organizational Change
Ch (DMPT) gt C
Ch Change will be successful when D
Dissatisfaction with Status Quo M Proposed
new Model P Planned Process for change T
Trust in change agent gt Greater than C
Cost (losses) to individuals groups
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Roles in Managing Change
The Authorizer The person whose authority to
approve of the change makes the change legitimate
in the organizations life. The Change Manager
The person who is responsible for seeing that the
change effort is successful (is accomplished on
time and within budget) The Change Advocate
The person who would like to see a change made
but cannot authorize it and who may or may not
manage it once it is authorized The People
Impacted by the Change The people who find
their behavior, relationships or work impacted by
the change. These may or may not be all of the
people listed above.
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Keys to Successful Change

• Involvement in decisions that impact people
• Effective communication creating understanding
• Empathy
• Vision
• Feeling of dissatisfaction of status quo
• Recognition for those who support change