Niccolo Machiavelli

Report
Niccolo Machiavelli
“There is nothing more difficult to
handle, and more dangerous to
carry through than initiating
changes. The innovator makes
enemies of all those who
prospered under the old order,
and only lukewarm support is
forthcoming from those who
would prosper under the new.”
Niccolo Machiavelli (1469 – 1527)
Slide 1
Goals
• Discuss how people deal with change
• Discuss concerns about organizational change
• Show how ChangeAbilitator Questionnaire
works, and how to create a profile of your
concerns about a change
• Compare your profiles to examples of other
profiles
• Address your concerns about a specific
organizational change based on profiles
Slide 2
Change
• Dealing with change
can be a monster.
• Changes can come
one on top of another.
• Changes can come
simultaneously.
• A natural result is to
feel threatened.
Slide 3
Change
Research suggests
that people go through
predictable stages
when a change is
introduced.
i
Slide 4
Albert Einstein
People experience
these stages in order.
What do these
stages look like?
Slide 5
i
Information
(Stage 1)
Personal
(Stage 2)
Operational
(Stage 3)
Impact
(Stage 4)
Collaboration
(Stage 5)
Transforming
(Stage 6)
Slide 6
Information—Stage 1
• Earliest stage
i
• Concerns are not specific—
general in nature
• Concerned about learning
more about the change
Slide 7
Personal—Stage 2
• Perceives change as a
personal threat
• Feelings may be a
combination of factors
in addition to the
change
Slide 8
Personal—Stage 2
BEGINNING:
New sense
of direction
ENDING:
Ritual
ACCEPTANCE
“Change happens whenever
something starts or stops in
our lives—or one thing stops
and another starts up in its
place.”
DENIAL
DISORIENTATION
ANGER
ANXIETY
BARGAINING
SADNESS
DESPAIR
NEUTRAL ZONE:
Psychological
no-man's land
“Transition is the psychological process that a person
must go through to unplug
from his or her old identity
and become reoriented to the
new one.”
William Bridges, Ph.D.
Slide 9
Operational—Stage 3
• How to implement
change
• Most intense during
first use of change
Slide 10
Impact—Stage 4
• How is change affecting
people
• How to increase impact
• Concerned with work
group
Slide 11
Collaboration—Stage 5
• People with collaboration
concerns are often team
leaders or managers
• Want to shape
implementation
• Considering how to make
change more effective
Slide 12
Transforming—Stage 6
• Definite ideas about
change
• Considering major
redesign or
completely different
idea
Slide 13
Introduction
How do people deal with organizational change? Research* from the University of Texas suggests that people go through predictable stages when a change
is introduced into their organization. Most people have concerns about changes in their organizations. These changes can be caused by external pressures,
like overseas competition, or an organization's own initiatives, such as a decision to downsize to lower operating costs.
Questionnaire
The purpose of this questionnaire is to determine the concerns people have when a change is implemented in their organization. Some of the statements
may appear to be of little or no relevance to you. For those statements you believe are completely irrelevant, please darken "0" on the scale. Other
statements may represent concerns you do have. For these statements, you should shade the numbers 1 through 7 on the scale as shown in the sample
statement below:
Sample Statement
irrelevant
I am interested in learning more about this change.
0
1
not true
2
somewhat true
3
4
5
very true
6
7
In the following statements, the words "the change" or "this change" refer to a particular change being implemented in your organization. Think of the
change in terms of your own perceptions of what it involves. Please respond to each statement in terms of your present concerns about your involvement
or potential involvement with the change being implemented in your organization. Please write the name of this organizational change in the space below:
The "change" in my organization is
Slide 14
Slide 15
Slide 16
10
10
8
8
6
6
4
4
2
2
0
0
"Reluctant non-user"
"Non-user"
10
10
8
8
6
6
4
4
2
2
0
0
"What's in it for me?"
"Change facilitator"
Slide 17
How will your profile
make the change
work?
Slide 18
Develop a Personal Action Plan
Change is a process not an event. The ChangeAbilitator can help you understand your concerns about a particular change in your organization. But
making the change work being successful is ultimately up to you. This is an additional self-discovery exercise that may help you move through the change
process faster. Compare your profile to the sample profiles we just discussed. Look at the sample profile that most closely resembles yours. Draw the sample
profile over your personal profile. Look at the peaks and troughs at each of the stages for both your profile and the sample profile you drew. Then read the
description of the sample profile and review the description of each of the stages of concern. Now answer the following questions to develop an action plan.
a) My biggest concerns about the change are:
b) To overcome these concerns, I need the following:
c) I can get what I need to overcome my concerns by:
Slide 19

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