3. Two caterpillars are conversing, and a beautiful
butterfly floats by.
One caterpillar turns and says to the other,
âYouâll never get me up on one of
those butterfly things.â
5. Reactions to Change
⢠Exploration
⢠Acceptance
⢠Coping with
⢠Adapting to
⢠Exploiting
⢠Creating
6. Reactions to Change
⢠CAVE (Citizens Against Virtually Everything) dwellers
â five to 10 percent
⢠Settlers â 80 to 90 percent
⢠Pioneers â Five to 10 percent
7. Why is Change Difficult?
⢠Fear of unknown
⢠Comfortable with status quo
⢠Donât see the need
⢠Tradition
⢠Investment in status quo
8. Why Is Change Embraced?
⢠Looking for advancement
⢠Exciting
⢠New opportunities
⢠Challenge
⢠Pioneering spirit
⢠Discontent with status quo
10. Why Change Fails
⢠Poor starts
⢠Making change an option
⢠A focus only on process
⢠A focus only on results
⢠Not involving those expected to implement change
⢠Delegated to âoutsidersâ
⢠Leadership does not âwalk the talkâ
⢠Wrong size
⢠No follow-through
11. Change Management Mistakes
⢠Not understanding the importance of people
⢠Not appreciating that people react differently to
change (confidence, challenge, coping,
counterbalance, creativity)
⢠Treating change as an event versus a mental, physical
and emotional process
⢠Being less then candid
⢠Not setting the stage for change
12. Change Management Mistakes
⢠Forgetting to negotiate the new âcompactâ between
employers and employees
⢠Not communicating in the right way
⢠Underestimating human potential
13. Change Management Keys
⢠Strong buy-in at the top
⢠Creating vision
⢠People centered around common values
⢠Change is team driven
⢠Skills-based training is provided
⢠Managing transition
⢠Initiatives are measured
⢠Management sticks to the plan (sustaining
momentum)
14. Change Roles
⢠Change initiator
⢠Change agent
⢠Champion for change
⢠Sponsor of change
⢠Leadership, supervision and delegation
15. Change Model
⢠Clarifying expectations and roles for the change
process
⢠Joint discovery to identify priorities for change
⢠Joint planning for organizational development
activities to address priorities
⢠Change management and joint evaluation
16. Creating Successful Change
⢠Plan your communications
⢠Communicate the vision
⢠Develop change agents
⢠Leadership â change sponsors, change leaders
⢠Attain workplace commitment
⢠Aligning the organization
⢠Tracking progress
⢠Leveraging knowledge and learning
17. Individual Tips
⢠Build âsafety zonesâ (what is the same; sources of
support)
⢠Ask advice from âveteransâ
⢠Grieve
⢠Expect some chaos/allow for mistakes
⢠Work-life âharmonyâ
⢠Be an active change agent
⢠Look for opportunities
18. âA living thing is distinguished from a dead thing
by the multiplicity of the changes at any moment
taking place in it.â (Herbert Spencer)
âAll things must change to something new,
to something strange.â (Longfellow)
âThey always say that time changes things,
but you actually have to change them yourself.â (Warhol)
19. âWe must become the change we want to see.â (Gandhi)
âThe future is not a result of choices among alternative
paths offered by the present, but a place that is created â
created first in the mind and will, created next in activity.
The future is not some place we are going to, but one
we are creating. The paths are not to be found, but made,
and the activity of making them, changes both
the maker and the destination.â (John Schaar)