Download - It's Changing Again

Transcript
Page 1: It's Changing Again

It’s Changing

Again?

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

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Program Objectives

Understand the four stages of the change

process

Identify the unique needs of the four

generations in today’s workforce

Increase acceptance and competence

Decrease stress

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Employee Resistance to Change

“It’s not the progress I mind, it’s the

change I don’t like.”

- Mark Twain

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REAL CHANGE

BUSINESS CHANGE (project/task management)

BEHAVIOR CHANGE (change management)

The change process must achieve both business and behavior aspects …

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Communicating the Change

What is your message?

Who is your audience?

Channels?

Timing?

Feedback

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Failure to Communicate

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Two Levels of Organizational Change

Visible/

Tangible

Changes

Hidden/

Emotional

Reactions

“Above the Waterline”

“Below the Waterline”

Waterline

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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

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Stages of Transition through Change

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Denial Stage

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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.

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Resistance Stage

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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.

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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.

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Causes of Resistance

Associates resist because they lack

awareness of the change, are comfortable

with the ways things are, and fear the

unknown

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

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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)

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Exploration Stage

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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

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Commitment Stage

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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.

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Stages of Transition through Change

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Four Generations in the Workplace

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The Veterans

Although in their 70′s now, many are still

active in the workplace. They are technology

avoiders. It isn’t 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.

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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

experience

Let them define quality and fit your

approach to that definition

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Managing Veterans

Use testimonials from the nation’s

institutions (government, business, or

people)

Emphasize that you’ve seen a

particular approach work in the past,

don’t highlight uniqueness

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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 it’s

going to stay around for a while.

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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

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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 them—

they’re competitive and want to win

Follow up and check in and ask how

the individual is doing on a regular

basis

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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

can’t function very well without..

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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

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Managing Xers

Appear to enjoy your work –

remember carpe diem

Follow up and meet your

commitments. They’re eager to

improve and expect you to follow

through.

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Millenials

(1981-2000) are technology anticipators.

It is so entwined in their daily life that they

are surprised when it can’t 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.

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Managing Millenials

Offer customization—a plan specific to

them

Offer peer-level examples

Spend time providing information and

guidance

Be impressed with their decisions

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Discussion

“Progress might have

been all right once, but it

has gone too long”

Ogden Nash

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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