CHANGE EQUATION

f3 + f4 +/- f5 < > f2 + f4 +/- f6

Comfort + Fear +/- DELIs <> Values + Vision +/- Personality

CHANGE PROGRESS

Old Self New Self

• VALUES’ push

• COMFORT / FAMILIARITY of old

Behavior

• VISION’s pull

• FEAR / APPRHENSION of new

Change

PULL and PUSH of CHANGE

•VALUES’ pushf1

• COMFORT / FAMILIARITY of old

f3•DELIs

f5

•VISION’s pullf2

• FEAR / APPRHENSION of new

f4• Personality

f6

Big 8 DELI’s

• Quantitative Analysis• Application of Technology• Theory Development and Conceptual Thinking• Creative Production• Counseling and Mentoring• Managing People and Relationships• Enterprise Control• Influence Through Language and Ideas

Transition Process

Transition Process II

Future Creation (Time Paths)

• Dependent on an internal drive, and focus on• Creating not Reacting• Prevailing not just Surviving• Thriving not just Succeeding• When our normal gets mussed up, and chaos

descends, • we can navigate to a self-shaped future.

Future Creation II

• We have an internal drive to homeostasis, • to create a new normal. • We do not thrive on chaos, • we reorder it—• we can survive in it.

Change Emotions

• Stunned / Shocked• Terrified• Confused• Astonished• Delighted

Questioned during Change

• SECURITY • FRIENDS AND CONTACTS• MONEY • FREEDOM• PRIDE AND SATISFACTION • RESPONSIBILITY• AUTHORITY • STATUS

Change Resisting Mobilizers

• CHANGE NOT NEEDED - STATUS QUO WORKING FINE• PROPOSED CHANGE DOES MORE HARM THAN GOOD• LACK OF RESPECT FOR PERSON RESPONSIBLE FOR

THE CHANGE• OBJECTIONABLE WAY OF IMPLEMENTING THE

CHANGE• NEGATIVE ATTITUDE TOWARDS THE ORGANIZATION

BEFORE THE CHANGE

Change Resisting Mobilizers

• NO OPPORTUNITY TO HAVE INPUT INTO CHANGE • CHANGE PERCEIVED AS IMPLYING PERSONAL

CRITICISM • CHANGE SIMPLY ADDS MORE WORK AND

CONFUSION• CHANGE REQUIRES MORE EFFORT THAN TO KEEP

STATUS QUO • BAD TIMING OF THE CHANGE• A DESIRE TO CHALLENGE AUTHORITY HEARING

ABOUT THE CHANGE SECONDHAND

Uncertainty Principle

• states that when people are faced with ambiguous or uncertain situations,

• where they feel they do not know what to expect,

• they will resist moving into those situations. • In other words, if people don't know what is

to come, they get antsy, and resistive.

The Progress Principle

• In The Progress Principle, we report that, of all the workday events that engage people deeply, the single most important is simply making progress on meaningful work.

• And we found two classes of actions that managers can perform each day to drive progress and engagement: catalysts and nourishers.

Catalysts

• Catalysts provide clear goals and necessary resources

• directly support progress in the work.• Catalysts impact engagement indirectly by

facilitating progress.

Nourishers

• Nourishers act directly on engagement by boosting inner work life —

• the continuous flow of emotions, perceptions, and motivations that people experience throughout their work days.

• Nourishers include actions like showing respect, offering recognition for good work, and providing emotional support when people confront particularly difficult situations.

Nourishers

• If employees receive nourishers regularly, their inner work lives soar.

• They are happy, they perceive their organizations positively, and they stay motivated - in other words, they are engaged in their work.

Progress• A• B

Process• 1• 2