Change Management

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Change curve

It's clear — recurring change is the norm in organizational life today. Still, most of us have difficulty dealing with it. Experts in the field of change management, Drs. Jaffe and Scott describe change as a natural progression through 4 phases. To successfully master change, individuals must pass through all 4 phases: Denial, Resistance, Exploration, and Commitment. Mastering the Change Curve uncovers individual reactions to change and provides an understanding of how behavior affects success.

Learning Outcomes
Pinpoint one’s current stage in the change process. Understand the 4 phases of change. Identify productive and nonproductive change behaviors, Develop a strategy for mastering change. Theory

Drs. Jaffe and Scott are experts in the field of change management. The authors describe change as natural progression through a series of four phases: Denial, Resistance, Exploration, and Commitment. To successfully deal with change, employees must pass through all 4 phases.

The Change Curve Model is based on the following principles of change:

Change is an ongoing process rather than an event. There is a progressive sequence of change behaviors that needs to be experienced and mastered to be effective in handling change.
Seemingly negative behaviors such as denial, apprehension, anger, and resistance, are normal and adaptive elements in the change process. There are specific strategies available to increase change mastery.
The progression through the phases of change represents an opportunity for growth and responsible risk taking.

Mastering the Change Curve Model : Go to HRDQ now

Change Reaction tool for team building:
Organizational change is happening all the time. And when change happens, people respond in particular ways – whether or not they are aware of it.

Understanding one’s own reactions to change is the first step in dealing with it. An excellent starting point, Change Reaction is an effective learning tool for understanding personal reaction to change. The 24-item instrument helps individuals learn about their typical reaction to change – and identify ways to manage it effectively.

Learning Outcomes

Determine one’s typical response to change: Resistant, Neutral, or Supportive.
Explore the behaviors that characterize the three responses to change.
Identify action steps one can take to embrace and foster change Theory.

Research indicates that organizations are in a continuous state of change and that some type of resistance is inevitable. No matter what type of reaction a person has, there is always motion in response to change:

Some people have a natural tendency to move toward or support change.
Others are noncommittal and typically move away from change. Still others typically move against change by resisting it and creating resistance to change in others. The Change Reaction Model shows the three categories of responses to organizational change. Change Reaction works well as a stand-alone instrument as well as an effective component in any change management program.

As a management training instrument, Change Reaction may be used to present the important aspects of change theory. In addition, it can be used to raise individual consciousness about people's responses to change, to plan more effective behavior, and to improve organizational support systems.

As an organization development diagnostic tool, Change Reaction has multiple uses, including:

Surveying norms regarding change. Generating "force field" analyses of the forces impacting the change process. Forming the basis for an educational intervention that will provide employees with information about themselves, change, and effects on the system as a whole.

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Leading change at every level of asssessment:
Whether you’re in the midst of a change effort or just planning one, you'll need Leading Change at Every Level. This diagnostic tool helps drive home the importance of individual behavior to the success of an overall change effort.

A 30-item assessment, Leading Change at Every Level is an excellent way to gently surface behaviors that are counterproductive to change, generating scores in 5 dimensions: Modeling the Change, Communicating About the Change, Involving Others in the Change, Helping Others Break from the Past, and Creating a Supportive Environment for the Change.
Learning Outcomes: Examine change behaviors. Develop change leadership skills and behaviors. Generate support for change efforts. Improve ability to lead change. Theory

Leading Change at Every Level is based on dimensions drawn from relevant literature on change, including both the emerging work on leading change at lower levels and the now classic work on CEO-led change.

Modeling the Change: Communicating About the Change. Involving Others in the Change. Helping Others Break from the Past. Creating a Supportive Environment for the Change. How It Works: Using a change for which they are currently responsible as a reference, participants complete the 30-item assessment. After indicating how true they find each statement, individuals generate an Overall Effectiveness Score for leading change. Sub scores measure effectiveness in each of the 5 Dimensions of Leading Change. Next, participants learn about the dimensions and how to interpret their scores in these areas. Finally, questions regarding each dimension prompt participants to plan for improvement.
Uses for Leading Change at Every Level

Leading Change at Every Level is effective when used as a stand-alone instrument as well as a component in any change management program. The tool is ideal for employees who:

Are currently leading a change effort and want to identify actions to assist the process. Want to evaluate their effectiveness leading a recent change Are planning to lead a change effort in the near future. Learn more at HRDQ.Click here to visit HRDQ

Deal with change

Dealing with change:

Managers are often just as stressed as employees by the rigors of change and don't always have the time or the skills necessary to anticipate all of their employees' emotional and professional needs. So, too often, employees feel resentful, confused, fearful, or resistant – and the change effort stalls.

Dealing with Change offers a proactive, 5-step plan for coping with the challenges of organizational change. This business simulation takes a focused, personal, and proactive approach to managing the emotional side of change, helping employees learn how to regain a sense of control and turn negative emotions into positive actions.
Learning Outcomes:

Learn 12 actions that will help regain a sense of control Discover how to turn negative emotions into constructive action Explore the benefits of a proactive approach to change management. Theory

A study of the relevant literature on change management inspired the model for Dealing with Change. The 5 Steps to Personal Change Management are based on the actions most often described in the literature as crucial for employees to take if they want to survive and thrive during organizational change.

How It Works

Through an introductory scenario, participants imagine that they are in the midst of a difficult and frustrating change initiative. Then they rank order a list of 12 action items that will help them to participate positively in the change effort. Participants compare their scores to the expert ranking and discover how well they are managing change. Finally, an easy-to-learn, 5-step plan shows them how to transfer the learning back on the job.

Uses for Dealing with Change

Dealing with Change is effective when used as a stand-alone resource or as part of a larger change management program. Use Dealing with Change:

Before an organizational change effort is launched. To surface issues and concerns that are causing problems in the midst of change.
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This is great change movie. Watch it now:

HRDQ webcast

Becoming A Champion of Change

Duration: 45 minutes


The responsibility for leading change is no longer the exclusive domain of the executive suite. In fact, for a change effort to have the greatest chance of success, it needs to be championed by a lot of people at many levels throughout an organization. Fortunately, the ability to lead change can be developed over time by learning and practicing a group of key behaviors. This webcast will help you, the trainer, understand how you can help your audience improve their skills to become change leaders.

What You Will Learn

Why it is important to be a change leader, regardless of title or function Five dimensions that are critical to any successful change effort How behavior contributes to becoming a change leader Effective methods of developing and improving change leadership skills Action planning tips for improving the skill level

About the Presenter

With a career history that includes high-level positions at Fortune 100 and large international companies, organizational development professional Melissa Caldwell offers over 20 years experience in designing and implementing innovative strategies and processes that measure, develop and optimize “people effectiveness.”

With numerous certifications in training and development, Melissa’s areas of expertise include performance management, change and transition leadership, coaching, communication, and motivation. She received her Bachelor of Science degree in Management from Purdue University, and she also graduated from the Ashridge Management College, an Advanced Management Program in the United Kingdom. Go to HRDQ and click on to webcast:

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