2014 spring rso - change workshop
description
Transcript of 2014 spring rso - change workshop
Maintaining Operations
While Change is at Play
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“To improve is to change; to be perfect is to change often.” ― Winston Churchill
R E S E A R C H S E R V I C E S O F F I C E
Spring 2014
‘Maintaining Operations While Change is at Play’
Research Services Office
“To improve is to change; to be perfect is to change often.” ― Winston Churchill
Keep yourself and the organization healthy
Maintain a level of service while change is in play
Offer tools and insights to better prepare you for working with your team
Purpose of the session
Education – Introduce the Change Model
Behaviours – Identify existing and potential change behaviours surfacing in the work-place
Coping – Identify methods and approaches
Wrap-up & Key-Learnings
Agenda
For Today
Focus for today
‘Enabling world class leading-edge research’.
2012-2015 Strategic Plan
(Connection to Dare to Deliver)
Change Curve
New Beginnings Endings
Neutral Zone
Each of us follow the change curve.
Denial
Anxiety
Shock
Confusion
Resignation Anger
Fear
Frustration Confusion
Undirected Energy
High Stress Creativity
Acceptance
Impatience
Hopeful/ Skeptical
Relief /Anxiety
Excitement
Trusting
Enthusiasm
William Bridges Theory on Change
Experiences
New Beginnings Endings
Neutral Zone
Denial
Anxiety
Shock
Confusion
Resignation Anger
Fear
Frustration Confusion
Undirected Energy
High Stress Creativity
Acceptance
Impatience
Hopeful/ Skeptical
Relief /Anxiety
Excitement
Trusting
Enthusiasm
William Bridges Theory on Change
Endings: What events marked the beginning of change?
Neutral Zone: What behaviours are surfacing or anticipated to surface in the neutral zone?
Resistance is…
An attempt to maintain status-quo / balance
A predictable, natural emotional reaction
A response against having to make a difficult choice, take an unpopular action or confront some reality they have been emotionally trying to avoid
Resistance / Reactions
Resist Prevent changes that are regarded
as undesirable or not needed
Survive Do what you have to
Adapt Use the momentum to help the organization to do better than
what it is currently doing
Initiate Impact upon the momentum so
that something truly new emerges
Resilience
Your ability to “bounce back” or quickly recover from change or misfortune
• Awareness
• Adaptability
• Rebound
• Capacity to Learn & Act
Coping:
What can I do for myself?
As a Leader, what can I do for others?
Tools?
What can I do for myself?
Keep doing your job - don’t give up
Be informed about change, transition and resistance
Accept responsibility for what you can control or influence - let the rest go
Accept that you have a responsibility to manage yourself and provide service to your clients
Identify the personal behaviours you wish to demonstrate
What can I do for myself?
Acknowledge how you are feeling and assess your stress level.
Take time to care for yourself
Maintain your sense of humour (or get one quickly!)
Talk to someone you trust
Take brief breaks - stretching, relaxation, short walk, contemplation
As a Leader, what can I do for others?
Be accessible and visible
Review information and obtain most current view
Hold regular meetings to share information
Dispel rumours - find out the facts and share information
Bring issues out into the open
Solicit team member input
Use a variety of communication methods
As a leader, what can I do for others?
Create an interim plan
Prioritize - focus on the most important items by making a top ten list
Solicit feedback from trusted parties
Remember the Marathon Effect
Understand and work through Resistance
Marathon Effect
Remember: Everyone is at different stages of change.
“To improve is to change; to be perfect is to change often.” ― Winston Churchill
Communications
You are always communicating
It takes at least SIX different times SIX different ways before people hear and understand what is being said
Flood the system with consistent information (i.e. verbal, written, non-verbal, and informal - up, down and sideways)
Wrap-up & Key Learning