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![Page 1: Sharon M. Danes Professor University of Minnesota Family Social Science Department 612-625-9273 sdanes@umn.edu Surviving Change in Family Finances.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649ceb5503460f949b78eb/html5/thumbnails/1.jpg)
Sharon M. Danes Professor
University of Minnesota
Family Social ScienceDepartment
Surviving Change in Family Finances
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Learning Objectives
• Understand people’s normal responses to change in varying situations
• Evaluate how you view change• Learn ways to develop or maintain
resilience in times of change• Assess your change capacity
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People’s reactionsto sudden and
unplanned incomeloss are complex
and a blend ofseveral parts of
their lives.
Consequences of Unplanned Income Loss
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Developed by Sharon M. Danes, Professor, Family Social Science Department,University of Minnesota.
People don’t resist change;they resist being changed.
People resist change.
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Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Making Change Happen:
Instead of forcing people to change, remove
the constraints.
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Reactive Change Model
RESPOND
ADAPT
ADJUST
CONFORM
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota .
__________________________________________________________
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Proactive Change Model
__________________________________________________________
Thrive
Plan for
Integrate
Embrace
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota.
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Reactive Response
Proactive Response
Change as Loss
Change as Opportunity
How much
How fast
How many
How much control
How much involvement
How viewed
__________________________________________________________
n n n n n n n n n n n n n n n
`
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota.
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Reactive Response
Proactive Response
Change as Loss
Change as Opportunity
How much
How fast
How many
How much control
How much involvement
How viewed
__________________________________________________________
n n n n n n n n n n n n n n n
`
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota.
![Page 10: Sharon M. Danes Professor University of Minnesota Family Social Science Department 612-625-9273 sdanes@umn.edu Surviving Change in Family Finances.](https://reader035.fdocuments.us/reader035/viewer/2022062421/56649ceb5503460f949b78eb/html5/thumbnails/10.jpg)
Reactive Response
Proactive Response
Change as Loss
Change as Opportunity
How much
How fast
How many
How much control
How much involvement
How viewed
__________________________________________________________
n n n n n n n n n n n n n n n
`
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota.
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How Change Is Viewed
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Viewchg.ppt
Possession is 90% of the law.
Perception is 90% of any situation.
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Comparison of Income and Spending Decreases
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Types of Change
Normative Change
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Change/Typechng.ppt
Non-normative Change
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Types of ChangeNormative Change: The normal, everyday changes that everyone faces.
Non-normative Change:Unexpected change often referred to as a crisis.
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Outcome: Resilience • For normative change: Continued
ability to view change as opportunity; ability to manage at the speed of change.
• For non-normative change: Ability to bounce back from the consequences of unexpected change.
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Leadership and Change: Two Dimensions
1. Personal: Assessing your view of the change before you move forward.
2. Organization: In your role as a professional, you have a critical role to instill a culture of change as opportunity within the clients with whom you work.
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Change Orientation Assessment
How do YOU view change?
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Your Score• Add the total score in each
column.• Total the scores from the five
columns.
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Evaluating Your Change Orientation Score 18 90Proactive Reactive
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Understanding Your ReactionChange as loss Change as opportunity
A close friend has receiveda promotion he/she has long sought
Your best friend has just lost his/her job.
Research verifies that we follow one of two patterns of behavior following any change in our personal or work life – change as loss or change as opportunity
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When change
is seen as loss,
people grieveDeveloped by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Change/unexpected.ppt
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Stages of the Grief Cycle
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota; illustrated by Jim Kiehne Graphics. FromKubler-Ross, E., 1969, On Death and Dying.
“Normal” Functioning
Return to Meaningful
Life
Shock & Denial
• Avoidance
• Confusion• Fear• Numbne
ss• Blame
Acceptance
• Exploring options
• A new plan in place
Anger
• Frustration• Anxiety• Irritation• Embarrassmen
t• Shame
Dialogue &Bargaining
• Reaching out to others
• Desire to tell one’s story
• Struggle to find meaning for what has happened
Depression & Detachment
• Overwhelmed
• Blahs• Lack of energy• Helplessness
The Grief Cycle is not necessarily a linear progression
People can get stuck at any stage or flip back to a previous one.
Decision-making is very difficult and unwise in the shock, anger and detachment stages
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Stages of the Grief Cycle
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota; illustrated by Jim Kiehne Graphics. FromKubler-Ross, E., 1969, On Death and Dying.
“Normal” Functioning
Return to Meaningful
Life
Shock and Denial
• Avoidance
• Confusion• Fear• Numbne
ss• Blame
Acceptance• Exploring
options• A new
plan in place
Anger
• Frustration• Anxiety• Irritation• Embarrassmen
t• Shame
Dialogue and Bargaining
• Reaching out to others
• Desire to tell one’s story
• Struggle to find meaning for what has happened
Depression and Detachment
• Overwhelmed
• Blahs• Lack of energy• Helplessness
An individual views the situation differently after completing the Grief Cycle
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Stages of the Grief Cycle
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota; illustrated by Jim Kiehne Graphics. FromKubler-Ross, E., 1969, On Death and Dying.
“Normal” Functioning
Return to Meaningful
Life
Shock & Denial
• Avoidance
• Confusion• Fear• Numbne
ss• Blame
Acceptance
• Exploring options
• A new plan in place
Anger
• Frustration• Anxiety• Irritation• Embarrassmen
t• Shame
Dialogue & Bargaining
• Reaching out to others
• Desire to tell one’s story
• Struggle to find meaning for what has happened
Depression & Detachment
• Overwhelmed
• Blahs• Lack of energy• Helplessness
What should we be especially concerned about with those who are in this diagram due to today’s turbulence?
Decision-making is very difficult and unwise in the shock, anger and detachment stages
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Decision Making in the Grief Cycle
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota; illustrated by Jim Kiehne Graphics. FromKubler-Ross, E., 1969, On Death and Dying.
“Normal” Functioning
Return to Meaningful Life
Shock & Denial
• Avoidance
• Confusion• Fear• Numbne
ss• Blame
Acceptance• Exploring
options• A new
plan in place
Anger
• Frustration• Anxiety• Irritation• Embarrassmen
t• Shame
Dialogue & Bargaining
• Reaching out to others
• Desire to tell one’s story
• Struggle to find meaning for what has happened
Depression & Detachment• Overwhelme
d• Blahs• Lack of energy• Helplessness
Shock and DenialNeed for decision making often not recognized
AngerEmotional drain makes decision making very difficult
Depression and Detachment
Hard to find the energy to make decisions
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Decision Making in Grief Cycle
Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota; illustrated by Jim Kiehne Graphics. FromKubler-Ross, E., 1969, On Death and Dying.
“Normal” Functioning
Return to Meaningful
Life
Shock & Denial
• Avoidance
• Confusion• Fear• Numbne
ss• Blame
Acceptance• Exploring
options• A new
plan in place
Anger
• Frustration• Anxiety• Irritation• Embarrassmen
t• Shame
Dialogue & Bargaining
• Reaching out to others
• Desire to tell one’s story
• Struggle to find meaning for what has happened
Depression & Detachment• Overwhelme
d• Blahs• Lack of energy• Helplessness
Dialogue and Bargaining
More open to exploring options and planning
AcceptanceBecoming empowered to make decisions again
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Empathy not Sympathy• Empathy: mentally
entering into the spirit or feeling of another person; walking in another’s shoes.
• Sympathy: feelings or impulses of compassion.
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Sympathy Empathy Role Play
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Empathy not Sympathy
Empathy helps people move toward the proactive cycle.
Sympathy often keeps people in the reactive mode.
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Sympathy vs. Empathy• Sympathy
increases powerlessness.
• Empathy creates
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
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Sympathy vs. Empathy• Sympathy feeds
denial and anger.
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
• Empathy opens your mind to
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Sympathy vs. Empathy
Sympathy keeps you stuck.
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Empathy encourages reframing the situation.
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Developed by Sharon M. Danes, Professor, Family Social Science Department, University of Minnesota.
SMD0049.ppt
Words Attitudes Behaviors
Incorporating
Developmental Process
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© Developed by Dr. Sharon M. Danes, Professor, University of Minnesota
Circle of Concern
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© Developed by Dr. Sharon M. Danes, Professor, University of Minnesota
Circle of Concern
Circle ofInfluence
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© Developed by Dr. Sharon M. Danes, Professor, University of Minnesota
Circle of Concern
Circle ofInfluence
Things over which you do not have
influence
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© Developed by Dr. Sharon M. Danes, Professor, University of Minnesota
Circle of Concern
Circle ofInfluence
Things over which you do not have
influence
What do I have control over?
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Response When Change is Considered
Adapted by Sharon M. Danes, Professor, Department of Family Social Science, University of Minnesota and Robert A. Milligan, Professor, Department of Applied Economics and Management, Cornell University, from Daryl R. Conner’s book, “Managing at the Speed of Change”.
There is excitement about the change decision and belief that this is the best decision. This is the “honeymoon” phase of implementation
The true impact, including the “warts,” become apparent. Doubts arise about whether the change is good
Checking Out:The change is now viewed as a loss rather than an opportunity
Informed pessimism is an inevitable part of change as opportunity, checking out is not
Horizontal axis is time – exact time is different for each change and each individual
Vertical axis is the level of pessimism about the change
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Change
Reward
Satisfaction
InternalControl
What’s Needed to Maintain Change?
Developed by Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota.
Maintchg.ppt
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ToughTimes
Group of 17 publicationsIn a Series
www.ruralmn.umn.edu
Families
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Financial Decisions With Less
ToughTimes
Figuring Out How to Do With Less
Getting Help
Dealing with the Stress
Children and Tough Times
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Adjusting to Suddenly Reduced Income
Economic Adjustment Strategy Interactive Assessment
www.ruralmn.umn.edu
Families
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Change: bottom of list
Change: Loss, Opportunity, and Resilience
www.ruralmn.umn.eduHomepage
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Audio-streamed PowerPoint Presentations
www.ruralmn.umn.edu
Change and Being a LeaderChange: Loss, Opportunity, and
ResilienceStaying Resilient in Times of Change
Homepage
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Assumptions About Change
Pressure will be exerted to keep the status quo.
Those who passionately want to change are often impatient for it to begin and continue.
Disagreement and conflict in the change process is normal and inevitable.
Those changing often make three steps forward and one backward in their progression toward change.
Developed by Dr. Sharon M. Danes, Professor, Family Social Science Department, College of Human Ecology, University of Minnesota
Assumpts.ppt
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You Must BE THE CHANGE
You Wish To See In The World!
Mahatma Gandhi
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Consolidating What You Have Learned…
1.What is the most valuable lesson I have learned?
2. Write it down on a
piece of paper and hand to the right.