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Module Module 44

The shift the focus from designing and implementing change programs to the impact of change of employees and their social arena ( Work environment, families, communities,

No organization can institute change and if its employees will not, at the very least accept.

No change will work if employees don’t help in the effort.

Change is not possible without people changing themselves.

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Any organization that believes change can take hold without considering how people will react to it is in deep delusion.

Change can be managed externally by those who decide when it’s needed and how it should be implemented, but it will be implemented only when employees accept change internally.

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Reaction to ChangeReaction to Change

Employees are rooted in the org through:

- Spending 8 hours a day in the job

- Job description and assignments daily

- Orientation programs to establish stabile culture

- Unwritten roles

- Political dimension

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Reaction to Change (psychologically)Reaction to Change (psychologically)

For most people the negative reaction to change is related to:

- Loss of control

- A change on job description perceived as a threat

- A change can cause a react with anxiety

- Security is in jeopardy

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Reaction to Change (psychologically)Reaction to Change (psychologically)

People move from discomfort with risks to acceptance in 4 stages:

1.Shock

2.Defensive retreat

3.Acknowledgment

4.Adaption and change

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Reaction to Change (psychologically)Reaction to Change (psychologically)

1.Shock: Perceived threat, immobilization (shut down) no risk taking.

2.Defensive retreat: Anger, holding on, risking still unsafe.

3.Acknowledgment: Mourning, letting go, growing potential for risk taking

4.Adaption and change: comfort with change, energy for risk taking

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Reaction to Change (psychologically)Reaction to Change (psychologically)

People react differently to change:People react differently to change:

- Some people adapt quickly to changeSome people adapt quickly to change

- Others get stuck in the first stageOthers get stuck in the first stage

Resistance refers to describe the second Resistance refers to describe the second group of people. They are destructive group of people. They are destructive internally or externally and they won’t internally or externally and they won’t move forward. move forward.

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Reaction to Change (psychologically)Reaction to Change (psychologically)

How organizations response?How organizations response?

They attempt to accelerate employees adaption to change as their productivity declined in the first stage of reacting to change.

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Strategies for coping with changeStrategies for coping with change

Individuals Vs. ManagersIndividuals Vs. Managers

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Strategies for coping with changeStrategies for coping with change Individuals

1.Accepting feelings as natural: permission to feel anger, depression, shock, taking time to work through feelings and ambiguity.

2.Managing stress: maintaining physical well-being, seeking information about change, taking regular breaks, seeking support.

3.Exercising responsibility: identifying options and gains, learning from losses, participating in the change, learning new skills.

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Strategies for coping with changeStrategies for coping with change Managers

1.Rethinking resistance:

2.Giving first aid:

3.Creating capability for change

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Strategies for coping with changeStrategies for coping with change Managers

1.Rethinking resistance:

- As natural as self protection

- As positive step toward change

- As energy to work with

- As information critical to the change process

- As other than a roadblock

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Strategies for coping with changeStrategies for coping with change Managers

2. Giving first aid :

- Accepting emotions

- Listening

- Providing safety

- Making endings

- Providing resources and support

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Strategies for coping with changeStrategies for coping with change Managers

2. Creating capability for change ::

- Making organizational support of risks clear

- Emphasizing continuities, gains of change

- Helping employees explore risks, options

- Involving people in decision making

- Teamwork

- Providing opportunities for individual growth

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Downsizing/SurvivingDownsizing/Surviving

Eliminating the unnecessary levels of management . Fear and anxiety set in as employees sensed that traditional work values, dedication, and company loyalty no longer mattered.

The right way to downsize ::

- To regain the hearts and minds of people, you must reestablish values of trust and caring.

- Spread community, family, and security

- Support in balancing corporate and human needs

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Downsizing/SurvivingDownsizing/Surviving

- Establish new kind of corporate culture: that provides flexible employment opportunities along with meeting their personal and financial needs.

- Culture that support teamwork, participation, and caring

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