Coping In A Constantly Changing Environment 3 Li

Marilise SmitManaging Director, ChangeWright Consulting

www.changewright.com

19 February 2010

http://www.changewright.com/

Copyright © 2010 ChangeWright Consulting

Agenda…

• Managing change more effectively. Why does it matter?• What types of change do you face?• How can change affect your lives?• How do people respond to change?• What happens if change is not managed well?

– Individuals– Organisations

• When is organisational change management necessary?• Organisational change management defined.• Standard Bank’s approach: Prosci’s ADKAR model• Managing change in your own life: Six steps to success

2


Managing change more effectively. Why does it matter?

• Life is full of change.• Change often brings opportunities, but you have to seize the moment.• Not all change is good for you – you need to manage the “bad” change

even more effectively than the “good” change to limit the harm.• Change can be stressful.• Too much stress can damage your health.

3


Stress Bingo: In the last five years, have you...

Suffered from sleep deprivation Started a new job

Had an extended holiday with the

familyLeft home

Experienced the death of family

member or friend

Moved to a new city

Had a sibling leave home

Experienced hospitalisation of family member or

friend

Experienced birth of a baby brother

or sister

Experienced change in your

financial situationBeen hospitalised

Finished school, college or university

Moved to another province

Experienced a break up with a

partner

Held a part-time job while studying Had a sport’s injury

4


The theory: Holmes & Rahe’s stress scale

• In 1967, psychiatrists Thomas Holmes and Richard Rahe examined the medical records of over 5,000 medical patients as a way to determine whether stressful events might cause illnesses.

• They identified "change" (as a life stressor) as a major contributor to physical illness.

• Stress can be divided into eustress and distress. Where stress enhances function (physical or mental, such as through strength training or challenging work) it may be considered eustress. Persistent stress that is not resolved through coping or adaptation, deemed distress, may lead to anxiety or withdrawal (depression) behaviour.

Selye (1975). Confusion and controversy In the stress field. 1. pp. 37–44.

• The difference between experiences which result in eustress or distress is determined by personal expectations and the extent to which you are able to cope with the stress.

• Both eustress and distress can be bad for you if there is too much of it.

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http://en.wikipedia.org/wiki/Psychiatrist


How can stress make you sick?

6

Life event Value Inse

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Death of spouse 100 0Divorce 73 0Marital separation 65 0Jail term 63 0Death of close family member 63 0Personal injury or illness 53 0Marriage 50 0Fired at work 47 0Marital reconciliation 45 0Retirement 45 0Change in health of family member 44 0Pregnancy 40 0Sex difficulties 39 0Gain of new family member 39 0Business readjustment 39 0Change in financial state 38 0Death of close friend 37 0Change to a different line of work 36 0Change in number of arguments with spouse 35 0A large mortgage or loan 31 0Foreclosure of mortgage or loan 30 0Change in responsibilities at work 29 0Son or daughter leaving home 29 0Trouble with in-laws 29 0Outstanding personal achievement 28 0Spouse begins or stops work 26 0Begin or end school/college 26 0Change in living conditions 25 0Revision of personal habits 24 0Trouble with boss 23 0Change in work hours or conditions 20 0Change in residence 20 0Change in school/college 20 0Change in recreation 19 0Change in church activities 19 0Change in social activities 18 0A moderate loan or mortgage 17 0Change in sleeping habits 16 0Change in number of family get-togethers 15 0Change in eating habits 15 0Vacation 13 0Christmas 12 0Minor violations of the law 11 0

0

300+

150-299

<150

This table is taken from "The Social Readjustment Rating Scale", Thomas H. Holmes and Richard H. Rahe, Journal of Psychosomatic Research, Volume 11, Issue 2, August 1967, Pages 213-218, Copyright © 1967 Published by Elsevier Science Inc.

Social Readjustment Rating Scale

Your total for the year

Interpretation of your score

You are at high risk of for stress-related illness in the near future.

You are at moderate to high risk of for stress-related illness in the near future.

You are at low to moderate risk of for stress-related illness in the near future.


How do people respond to change?

Video of giraffe experiencing five stages of grief http://www.youtube.com/watch?v=XCoaBN6iOu0

http://www.youtube.com/watch?v=XCoaBN6iOu0



Ignore

Opt Out

Resist Explore

Comply

Commit

Deny



IgnoreIgnore

Opt OutOpt Out

Resist Explore

ComplyComply

Commit

Deny

this is not happening to me…

DenialExample Signs of Denial What is happening? What to do

Your best friend is in a serious car accident. He is the club’s star soccer player but doctors don’t believe he will be able to play soccer or possibly walk again.

• He appears to be coping well even though he has been told about his prognosis.

• He continues to talk about the next very important final as if he will be playing in it.

• He cannot deal with the reality of this – instead, as a defence mechanism, he refuses to face up to it.

• His inability to accept what has happened might lead him to refuse treatment or make the wrong decisions about getting enough rest.

• People always go through this phase. It is part of the normal grief cycle and should not be rushed.

• However, if he gets “stuck” here it could become a serious problem for him, and he should be encouraged to seek help.

10

this is not happening to me…

DenialExample Signs of Denial What is happening? What to do


• He appears to be coping well even though he has been told about his prognosis.

• He continues to talk about the next very important final as if he will be playing in it.

• He cannot deal with the reality of this – instead, as a defence mechanism, he refuses to face up to it.

• His inability to accept what has happened might lead him to refuse treatment or make the wrong decisions about getting enough rest.

• People always go through this phase. It is part of the normal grief cycle and should not be rushed.

• However, if he gets “stuck” here it could become a serious problem for him, and he should be encouraged to seek help.

A major restructuring at work that results in significant changes and even some retrenchments.

• Employees continue as if nothing will change, paying little attention to communication about the impending restructuring.

• They do not engage with the restructuring process

• This minimises their opportunity to learn more about it and what the consequences will be, and they do not start preparing for it.

• Emphasise the need and urgency for change.

• Make it clear that the change will happen – remember actions speak louder than words.

• Keep communication concise and specific.

11

why is this happening to me…

ResistanceExample Signs of Resistance What is happening? What to do


• He has become much more emotional, sometimes even crying.

• He gets angry frequently, even sometimes lashing out at those around him.

• It may not seem like it, but this is a sure sign of progress, and of healing.

• Understand that this is the next phase in the process of grief, and allow him space to express his anger.

• Sometimes he may even say hurtful things – the people who care for him should try to be patient , this phase will pass.

12

why is this happening to me…

ResistanceExample Signs of Resistance What is happening? What to do


• He has become much more emotional, sometimes even crying.

• He gets angry frequently, even sometimes lashing out at those around him.

• It may not seem like it, but this is a sure sign of progress, and of healing.

• Understand that this is the next phase in the process of grief, and allow him space to express his anger.

• Sometimes he may even say hurtful things – the people who care for him should try to be patient , this phase will pass.


• Employees are impatient or even angry. They appear to resent the initiative, and are quite verbal in their criticism of it – e.g. “this will never work”, “they are just trying to get rid of us”.

• Resistance is not “wrong”, but people often see it this way.

• If not well managed, resistance creates a lot of conflict and may lead to a breakdown of work relationships.

• Listen with empathy.• Show that you care, and that

you are actively listening.• Watch out for the “calming

down” that your listening should produce – when the time is right, move to joint action planning.

13

what will this mean?Exploration

Example Signs of Exploration What is happening? What to do


• He starts taking the physiotherapy seriously and follows the exercise regime religiously.

• In discussions with friends, he often refers to the future but seems uncertain what to do.

• His attention has shifted from dealing with the past to dealing with the future.

• He is trying to find a future state that is attractive to him, something to move towards.

• In this phase, people have lots of questions and often need information – you can help him to find the info he needs.

• There is a risk that he could revert back to previous phases or sink into a deep depression – help him to see the positive aspects of his future.

14

what will this mean?Exploration

Example Signs of Exploration What is happening? What to do


• He starts taking the physiotherapy seriously and follows the exercise regime religiously.

• In discussions with friends, he often refers to the future but seems uncertain what to do.

• His attention has shifted from dealing with the past to dealing with the future.

• He is trying to find a future state that is attractive to him, something to move towards.

• In this phase, people have lots of questions and often need information – you can help her to find the info she needs.

• There is a risk that he could revert back to previous phases or sink into a deep depression –help him to see the positive aspects of his future.


• Employees ask lots of questions, and also often come up with creative ideas.

• There is a strong need to clarify the “what is in it for me “ question with specific detail.

• Employees are now more open to information, but they want specific detail – if this is not available and shared with them, they might fall back into resistance.

• Provide the information that is requested.

• If you don’t have the information, then tell people that and also tell them by when the info will be available.

• Listen for creative ideas - these may prove valuable.

15

I think I’m OK now…Commitment

Example Signs of Commitment What is happening? What to do


• He talks about moving back to his parents’ house and what is required to make it wheelchair friendly.

• He starts socialising with friends again.

• He starts facing the daily challenges that his injury is making so much more difficult to cope with.

• He has come through the grieving process – it has happened, it happened to me and I’ve worked through the implications - and is now ready to deal with life.

• It is likely that the sadness will stay for a long time.

• Even in this phase, he will need your ongoing friendship and support – sometimes he will become very sad (or angry and frustrated) again, particularly when attending the club’s soccer matches.

16

I think I’m OK now…Commitment

Example Signs of Commitment What is happening? What to do


• He talks about moving back to his parents house and what is required to make it wheelchair friendly.

• He starts socialising with friends again.

• He starts facing the daily challenges that his injury is making so much more difficult.

• He has come through the grieving process – it has happened, it happened to me and I’ve worked through the implications - and is now ready to deal with life.

• It is likely that the sadness will stay for a long time.

• Even in this phase, he will need your ongoing friendship and support – sometimes he will become very sad (or angry and frustrated) again, particularly when attending the club’s soccer matches.


• Employees settle down into their new roles, and it seems to be back to ‘business as usual”.

• People are feeling more assured, capable and less stressed.

• There is a greater focus on teamwork and the first success stories emerge.

• There is an ongoing requirement for capacity development.

• Test & improve the functioning of the support network.

• Provide additional basic and advanced training.

• Celebrate successes.• Align job descriptions,

performance measures & development plans with the new ways of working.17


What happens if change is not managed well?

Individuals

Feel lost and confused – not sure what to do next

You sleep badly

Become more emotional

You exercise less and start to eat junk food more often

Focus a lot on self

You find excuses not to go to work

You fall ill more often

You start looking for a new job

You learn the new way of doing things but end up doing it the old way

18

Organisations

Lower productivity.

Passive and active resistance from people.

Turnover of valued employees.

Sick leave / Absenteeism increases.

Queries and frustration on the customer side increases.

Lost customers and lost credibility.

Change fatigue.

Changes are not fully implemented.

People find work-arounds.

People revert to the old way of doing things.

The change is scrapped & return on investment is not realised


When is change management necessary?

To answer that question we need to begin with another

question:

To answer that question we need to begin with another

question:

Does the success of the change initiative require that one or more stakeholders

start, stop or continue to behave in a certain

way?*

Does the success of the change initiative require that one or more stakeholders

start, stop or continue to behave in a certain

way?*

Yes

No

Change Management is

necessary

Change Management is

necessary

Change Management is not necessary

Change Management is not necessary


But behaviour does not happen in isolation…

I think this will not be good for

my career

I won’t actively support

this

I feel threatened

by this

My mind now selectively

filters information on this topic

I miss key workshops

I realise that I now know a

lot less about this than my colleagues

I feel even more

threatened by this

Etc.

Etc.

Etc.

Etc.Etc.

Etc.

Etc.

Etc.

I feel angry – why must

we change?


And it gets even more complex…

Personality

Culture

Economic, Socio-PoliticalForces

Peer Pressure; Rules; Norms

Project

“Hygiene”

Life Events;

Health;

Stress


Prosci’s definition of change management

Change management is the process, tools and techniques to manage the people-side of business change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace.

22http://www.change-management.com/tutorial-adkar-overview-mod3.htm


Prosci’s ADKAR model


States of change – ADKAR – Methodology phases

24


Managing change in your own life

• If life is a series of changes, and you have a tendency to– stay stuck too long in “denial”– waste energy in “resistance”– do the “exploring” part poorly...

...It is likely that you may – end up with more distress and less eustress– miss golden opportunities – allow the “bad” changes to impact even more negatively on you– choose to opt out when this might not be the best solution for you – give away some control over your life (if you end up in compliance, you are

being controlled, while in commitment you are part of the process)

How you manage change in your life will have a material impact on the both your health and

the quality of your life.


So how does one manage change better?

Six steps to success:

Put a tiger in your think tank

Tame the wild horse of emotion

Get that act together

Take care of your health – physically, mentally and spiritually

Make sure you have adequate support

Never stop working on trust

123

45

6


Put a tiger in your think tank

• How often have you looked back at a major change event in your life and thought “it wasn’t actually as bad as I thought it would be”?

• Frequently, the single most important thing about feeling better about change than you thought you would is knowing more about it.

• We can all improve how we gather information regarding change:– Often we don’t do enough of this– Our paradigms (our mindsets, how we view reality) might blind us to

important information– It is easy to fall into the rut of just gathering more information that supports

what we already think (and feel)

• Getting (and processing) more accurate information will not only help you to deal with the stress of change, it will also enable you to recognise and seize opportunities.

1


Tame the wild horse of emotion

• Emotion influences thinking• Emotion brings passion and can inspire us to do amazing things• Emotion can also hijack us and cause us to do incredibly stupid things

– In front of 28.8 billion viewers in 213 countries Zinedine Zidane, a world-wide soccer role model, lost his self-control and head butted Marco Materazzi in 2006 World Cup Soccer finals. Zidane was kicked out of the game. France lost the World Cup to Italy and Zidane’s career ended in disgrace and wonderment. “What was he thinking?”

• Learning to be more aware of your own emotions, and to press the “pause” button when you need to think clearly and make important decisions is a major live skill with many benefits.

For more read What Was I Thinking? Handling the Hijack by Dr. Relly Nadler, CEO for True North Leadership, Inc. http://www.truenorthleadership.com/free-downloads

2


Get that act together

• Having ensured that you obtain enough accurate information about change, and that you control your emotions adequately, you need to move to action.

• There may still be barriers to change (uncertainties, anxieties, habits, etc.) that you need to overcome.

• Acting in line with the required change often has the effect of “stripping out” remaining barriers – a bit like jumping off a high diving board for the first time. The second time is always much easier.

• You should look for “diving board” moments in the change that you are dealing with, recognize them for what they are and take the time to congratulate yourself and celebrate after every “first jump”. Start small, and work your way up to the bigger deal stuff.

3


Take care of your health Physically, mentally and spiritually

• To be really good at managing change in your life, you need to be OK as a person first.• If you are struggling with ill health, mental anguish or feel that you are awash in a

spiritual sea, this will make you less able to deal with change.• This can become a vicious cycle, as it is often change that creates health challenges in

the first place.• Simplify your personal life and shed any additional, demanding roles or tasks - it may

not be the right time to be the kid’s soccer coach, the chair of the local Board of Trustees, a member of a number of committees and a tireless volunteer at the local charitable trust.

• Create space in your life to allow you to take care of all aspects of your health, and guard this space carefully – particularly when it comes to the demands of your job, as short-term gains in this respects almost always become long-term losses.

• If you can afford it, contract people to do tasks around the home that are driving you crazy (you don’t have to do everything, do you?) Take your annual leave when its due (no, the place won’t fall apart without you) and give yourself sufficient time away from the workplace to regenerate. Create time (it won’t appear by itself, you have to work on this) to reflect on things - is there a healthy balance in your working and personal life and if not, what can you do about it?

4


Make sure you have adequate support

• This really just means having someone to talk to.• Having someone listen with understanding is a hugely

powerful experience for all of us. • In essence, that is really what psychotherapy is all about.• It’s OK to step outside of a conversation for a minute to

consider what’s taking place – is this working for you, is it meeting your needs?

• Tell others what you need, it may feel a little weird, but it really helps to be straight about this.

• Sometimes we want others to simply listen, and they (with the best of intent) keep on coming up with solutions or advice. Sometimes we want solutions or advice. We need to say what we need…

5


SOLER – an important part of active listening

• Active listening is an intent to "listen for meaning".• Active listening is not just an automatic response to sounds. It requires a

listener to understand, interpret, and evaluate what he or she heard.• When interacting, people often are not listening attentively to one

another. They may be distracted, thinking about other things, or thinking about what they are going to say next (the latter case is particularly true in conflict situations or disagreements).

• Active listening is a structured way of listening and responding to others. It focuses attention on the speaker. Suspending one’s own frame of reference and suspending judgment are important in order to fully attend to the speaker.

• SOLER can be used as an integral part of active listening.

32

S - face people Squarely

O - maintain an Open posture at all times

L - Lean slightly towards speaker

E - maintain Eye contact without staring

R - maintain a relaxed appearance and manner

33


Never stop working on trust

• Trust makes change easier, while distrust can block change. Can you jump off that diving board if you are not sure you can believe what your friends say about how deep the water is? What if it is too shallow?

• Not all people are trustworthy, neither is it true to say that nobody is trustworthy.

– Which side would you prefer to err on?• The world we experience often mirrors back at us who we are – if you

choose to smile at people by default, you will tend to experience a far smilier world than if you tend to glower at people by default.

• If you tend to be a more trustworthy person, others will value this in you and in turn become more trustworthy towards you.

• Building trust means paying attention to– Reliability– Openness– Acceptance– Congruence

6


Questions…

39


References…

http://www.leadershipnow.com/changequotes.htmlHeath, C. & Heath, D. (2008). Made to stick. London: Random House Books.Kübler-Ross, E. (1989). On Death and Dying. London: Tavistock/Routledge. (Original work published 1969).http://en.wikipedia.org/wiki/Holmes_and_Rahe_stress_scalehttp://www.change-management.com/tutorial-definition-history.htm http://wiki.answers.com/Q/What_is_soler_communicationSelye (1975). Confusion and controversy In the stress field. 1. pp. 37–44.

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