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“It’s not the progress I mind, it’s the change I don’t like.” – Mark Twain Technology continues to change rapidly. Some of your co-workers, employees and clients love it and can’t 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 today’s 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
Citation preview
It’s Changing
Again?
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 today’s workforce
Increase acceptance and competence
Decrease stress
Employee Resistance to Change
“It’s not the progress I mind, it’s the
change I don’t like.”
- Mark Twain
REAL CHANGE
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?
Channels?
Timing?
Feedback
Failure to Communicate
Two Levels of Organizational Change
Visible/
Tangible
Changes
Hidden/
Emotional
Reactions
“Above the Waterline”
“Below the Waterline”
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
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
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 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.
27
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
28
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
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.
30
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
31
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
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..
33
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
34
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.
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.
36
Managing Millenials
Offer customization—a plan specific to
them
Offer peer-level examples
Spend time providing information and
guidance
Be impressed with their decisions
Discussion
“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