Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
DEVELOPMENT IN
TIMES OF CHANGE
Presented by: Noreen M. Albrando
“Just when the caterpillar
thought the world was over,
it became a butterfly.”
What is Change?
Implementati
Definition
on
Planning Analysis
Generation
Decision
of
making
alternatives
Evaluation
Styles for Driving Change
PUSH
Coercive
Directive
Consultative
PULL Collaborative
Change / Transition
• Change as a structural, unemotional process
– Sebastian is promoted to Vice President, Sales
• Job description
• Organizational chart
• Transition as a psychological process involving the
intellect and emotions
– Sebastian is thrilled to be promoted so highly
– He is very sentimental about her old co-workers and
surroundings
Change / Transition
Change Transition
• Disruption in • Psychological
expectations reorientation to the
• External event change event
• Related to • Internal process
circumstances and • Related to a state of
situations mind, a sense of
• Sometimes connected identity
to a decision of choice
The Change Curve
• Four stages:
1. Status quo
2. Disruption
3. Exploration
4. Rebuilding
Symptoms of Change
• Possible emotional – Denial
reactions to change – Exhilaration
– Fear – Worry
– Hope – Disbelief
– Anxiety • Change is Work
– Relief • Still, change has myriad
– Happiness positive and appropriate
– Anger applications
– Sadness
Why do People Change?
C=DxMxP>R
Change accomplished is a function of :
D: Dissatisfaction with the current status quo
M: Model for change, incl. leader’s vision of the future
P: Process in developing and implementing a plan
R: Resistance
DISSATISFACTION
• The key for leadership practitioners is to increase
dissatisfaction (D) to the point where followers are
inclined to take action, but not so much that they decide to
leave the organization.
• To increase dissatisfaction, leaders can talk about
potential competitive, technology, or legal threats or
employee concerns about the status quo.
MODEL
• Four components:
– Environmental scanning
– A vision
– Setting new goals to support the vision
– Identifying needed system changes
PROCESS
NEW BEGINNING
Excitement
Energy
ENDINGS
Denial Hope
Anger
Impatience
Fear Neutral Zone
Shock Acceptance
Frustration Skepticism
Confusion Time
Creativity
Stress
Phase I: Endings
• Traditional behaviors must end in order to adopt new
ones.
• The Four Ds of Enddddings
– Disengagement
– Disidentification
– Disenchantment
– Disorientation
Phase I: Endings
As an individual yourself… As a leader…
• Step back and look • Mark endings with an event or
at the big picture action
• Consider what you • Acknowledge individual resistance
will have to let go of or loss
• Allow yourself to go through • Talk about future opportunities
mourning • Summarize the past with its
accomplishments – attempt to
create a sense of closure
Phase II: Neutral Zone