It's Changing Again

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Its not the progress I mind, its the change I dont like. Mark Twain Technology continues to change rapidly. Some of your co-workers, employees and clients love it and cant wait for the next upgrade. Others break out in a cold sweat at the mere mention of the word. Join us to: Understand the four stages of the change process. Learn how to identify the unique needs that the four generations in todays workforce have when dealing specifically with technological change. Increase acceptance of and competence with new systems and decrease the stress that comes with change so employees can focus on the benefits and get back to work! Speaker: Mark LaPlaca, Senior Training Specialist, Employers Association of the NorthEast

Transcript of It's Changing Again

Creative Thinking

Its Changing


Facilitated by: Mark LaPlaca Senior Training Specialist Employers Association of the NorthEast

Program Objectives

Understand the four stages of the change process

Identify the unique needs of the four generations in todays workforce

Increase acceptance and competence

Decrease stress

Employee Resistance to Change

Its not the progress I mind, its the change I dont like.

- Mark Twain


BUSINESS CHANGE (project/task management)

BEHAVIOR CHANGE (change management)

The change process must achieve both business and behavior aspects

Communicating the Change

What is your message?

Who is your audience?




Failure to Communicate

Two Levels of Organizational Change







Above the Waterline

Below the Waterline


Impact of Intentional vs. Imposed

Intentional Change Imposed Change

Is a conscious decision vs.

Is anticipated vs.

Is gradual vs.

Solves problems vs.

Provides new opportunities vs.

Is a decision without choice

Is unexpected

Is sudden

Creates problems

Disrupts routines

Stages of Transition through Change

Denial Stage

Stage One - Denial

People in denial:

Avoid the topic of change as much as possible.

Act as if nothing is happening.

Focus on little details and ask picky questions.

Question the data or method used to make decisions.

Resistance Stage

Stage Two - Resistance

People in resistance:

Show anger / complain.

Disparage or doubt the wisdom of the change.

Refuse to go along or pretend to go along.

Feel overwhelmed.

Resistance The top obstacle to successful change is

associate resistance at all levels: front-line, middle managers, and senior managers.

Resistance is a natural and inevitable part of the change process.

The most difficult resistance is that which is covert.

Ignoring resistance will only make it stronger and more contagious.

Thank people for raising issues and expressing their resistance.

Causes of Resistance

Associates resist because they lack awareness of the change, are comfortable

with the ways things are, and fear the


Middle managers resist change because of fear of losing control and overload of

current tasks and responsibilities

Expect the most resistance from the people who have the most to lose with the change

How to Appreciate a Fine Whine

1. Acknowledge that you value resistance

2. Provide easy feedback channels

3. Leverage informal leaders, positive and negative

4. Understand their Frame Of Reference (FOR)

Exploration Stage

Stage Three - Exploration

People in exploration:

Seek to learn and discover possibilities.

Take risks and try new things.

Want to solve problems

Begin to see the vision

Commitment Stage

Stage Four - Commitment

People in commitment:

Feel confident and in control.

Are comfortable with change.

Feel more mastery and less stress.

Are up to speed on the technical changes.

Stages of Transition through Change

Four Generations in the Workplace

The Veterans

Although in their 70s now, many are still active in the workplace. They are technology

avoiders. It isnt intuitive to them, and they are often afraid of breaking something. In the

workplace, they may argue that the old ways

are the best ways. Pens and paper are their

friends. Many got through that entire VCR

fad without learning how to record, and they hope other technologies are just as transient.


Managing Veterans

Allow the employee to set the rules of engagement

Ask what has worked for them in the past and fit your approach to that


Let them define quality and fit your approach to that definition


Managing Veterans

Use testimonials from the nations institutions (government, business, or


Emphasize that youve seen a particular approach work in the past,

dont highlight uniqueness

The Baby Boomers

(1945-1964) are technology acceptors. Many

are frustrated that they barely learn how to

deal with the latest release of a gadget before

they have to start learning another. They can

handle computers and smart phones, but

typically absorb just enough to make them

functional. They will cautiously take on a new

technology. but only after they are sure its going to stay around for a while.


Managing Boomers

Show them how you can help them use time wisely

Assess their comfort level with technology in advance

Demonstrate how important a strong team is

Customize your style to their unique needs


Managing Boomers Emphasize that working with you will

be a good experience for them

Emphasize that their decision is a good one and a victory for themtheyre competitive and want to win

Follow up and check in and ask how the individual is doing on a regular


Generation X

(1965-1980) are technology adopters. They

are likely to take pride in owning new

gadgets; having the latest gizmo is a status

symbol. Technology has always played a

central role in their offices and

communications. It is a tool, and one they

cant function very well without..


Managing Xers

Put all the options on the table

Be prepared to answer why

Present yourself as an information provider

Use their peers as testimonials when possible


Managing Xers

Appear to enjoy your work remember carpe diem

Follow up and meet your commitments. Theyre eager to improve and expect you to follow



(1981-2000) are technology anticipators.

It is so entwined in their daily life that they

are surprised when it cant do something. If their device lacks a capability, they hit the

Internet to search for the program, app or

widget that will make it possible.


Managing Millenials

Offer customizationa plan specific to them

Offer peer-level examples

Spend time providing information and guidance

Be impressed with their decisions


Progress might have been all right once, but it

has gone too long

Ogden Nash

Leading Change: Summary

Change is viewed by each individual from his/her own frame of reference

Resistance is a natural part of the change

Must define new expectations early

Reward and recognize small changes

Always focus on desired outcomes