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