Surviving & Thriving During Times of Great Change

Surviving & Thriving During Times of Great Change
Throughout this document the notes are meant as a guide for the instructor. The slides are, for the most part, complete and self-explanatory. There are a variety of activities for presenting the materials in this program -- including lecture, large group work, small group work, self-reflection exercises, case studies, quizzes, fill in the blank, etc. For all the activities listed in the program, use your own best judgment as to the approach you use. For example the activity may be lecture (a form of passive learning, but if the group seems to have low energy at the time of the activity, you could switch the activity to audience brainstorming the response, are present the material in the form of questions a method that will require their active involvement. There is a small amount of duplication of materials I have including a few for making key points throughout the program. Some slides will take more time and discussion. Other slides can be read or simply looked at and / or used as homework assignments for the next class. If the audience doesn’t seem to have little interest in a particular topic, I suggest that less time be spent on the topic and supporting slides. If more interest is shown for the materials being presented, stick with going through those slides in detail. As participants start entering the room, project this slide on the screen. Presenter Martha N. Bryan

T. I. P. What is Driving All This Change?
T. Technology (doubles every 2 years) I. Information (doubles every 5 years) P. People (they drive the process) Employees are driving technology / information. Customer demands are getting higher & higher. The slide is self-explanatory. Stress again that today change is a way of life. Changes are coming in multiples. Before we get use to a change, two or three more are coming at us. And again technology, information, and people are driving the change. Tell them that is not just some organization or boss who is wanting to create havoc in the organization, change is a requirement for surviving in today’s competitive market place.

Some Guarantees Change Is Not Going To . . . # Get Easier! # Slow Down! # Go Away! # Be Trouble-Free! But You are Responsible For Dealing With The Change! "The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly.” ~ Steven Kerr The slide is self-explanatory.

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Change! Change! Change! * * * * * * * * * * * * * * * * * * * * * * * * * * * Those Who Get Stuck In Change

Those Who Get Stuck In Change . . . It Shows
Feeling trapped in situation Passively letting others control them / situation Struggles with interpersonal relations Conforms to unrealistic demands / pressures from others Withdrawing physically or psychologically / suffers in silence Passively watching television, reading, over sleeping Sees work as distasteful, dull, unpleasant and unrewarding Preoccupied with disappointments and people who "did them in" “ Sometimes our fate resembles a fruit tree in winter. Who would think that those branches would turn green again and blossom, but we hope it, we know it.” ~ Goethe

Habits of People Who Will
They . . . Have a dream and a plan. Are willing to work hard. Don’t take no for an answer. Are self-reliant. Take responsibility for their actions. Look for solutions to problems and makes decisions. Have the courage to admit mistakes. Have specific knowledge, skills, training, and talent. Work with and cooperate with other people. Are enthusiastic. Never give up. Habits of People Who Will Survive & Thrive During Times of Great Change Have participants read and put a check mark by any bullet they would like to comment on or have clarified.

The Dynamics of Change Uncertainty Ambiguity Trust Deteriorates
"People are always blaming their circumstances. The people who get on in this world are the people who get up and look for the circumstances they want. If they don't find them, they make them.“ ~ George Bernard Shaw A Sense of Loss Uncertainty Ambiguity Trust Deteriorates Withdrawal Self-Preservation The slide is self-explanatory. Tell the participants that a person may not experience all of these feelings at one time, but they will experience all of these feelings at some point during the change process. These are natural feelings that should not be ignored, but should be understood and intellectually dealt with. “How come nothing is like it was until it’s gone?” ~ Will Mastin

Determines How Quickly
How We Label Change Determines How Quickly We Bounce Back. “We either make ourselves miserable or we make ourselves strong. The amount of work is the same.” ~ Carlos Castaneda, Anthropologist & Author

Unresilient (Negative) Words
Language Used To Describe Change Unresilient (Negative) Words Frustrating Catastrophe "It'll Never Work" More Work Setback Misfortune Trouble Failure Fear Ruin Disaster Fate Decreased Job Security This is a six-slide series coving our reaction to change. See slide one of this series for instructions and comments. Ask how closely their list matches this. Although change produces signals in your body, mind, and emotions, it is common for people to be more aware of the signals in one area. This is why some people at times may show different responses to change than others in the organization. Your goal is to learn to notice the signals from all three areas so that you can respond to them sooner. Mental and emotional signals are often harder for people to identify -- we have less of a “language” for noticing these signals. But don’t ignore them. They are all important; one set influences the others like the overlapping circles show. “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.” ~ Hugh Downs

Resilient (Positive) Words
Language Used to Describe Change Resilient (Positive) Words Exciting Challenging Growth Opportunity New Skills Job Enrichment Bounce Back Learning Experience New Opportunity Increased Job Security This is a six-slide series coving our reaction to change. See slide one of this series for instructions and comments. Again, ask how closely their list matches the above list. “You gain strength, experience, and confidence by every experience where you really stop to look fear in the face.” ~ Eleanor Roosevelt

Characteristics of Change
People . . . will be ill at ease / awkward during change. . . . will feel alone during change. . . . will think first of what they have to give up. . . . will be concerned if not enough resources. . . . can handle only so much change. And, If the pressure is removed, people revert back to old ways. Lecture and elaborate. It is typical that all people will go through these emotions. When someone reverts back to old ways of doing things, it doesn’t mean that they don’t want to embrace the new. For expediency and comfort, it is natural to slide back into old ways. People can handle only so much change. The best way for them (or anyone else) to survive and thrive on change is to stay close to their values (values such as caring, support, listening, teamwork, focus on purpose and outcomes).

Low -- Time & Difficulty
Organization Individual Attitude Knowledge Time & Difficulty -- High C H A N G E Instructor Notes: Have participants study the slide. . Knowledge comes pretty quick. Organization change is like turning a ship around – it takes time and is often difficult to do. Point out that major companies such as Boeing, Microsoft, and Goodrich believe that it takes at least seven years to implement a rganization-wide new program such as a new performance appraisal system or a new customer service process. Note: When employees revert back to old ways of doing things, they typically will be reverting back to their comfort zone. Keep the pressure on until the new way becomes the comfort zone. Low -- Time & Difficulty

Key Concerns During the Stages of Change Moving Through Transition
Present State Desired State Letting Go Of Old Accepting, Adopting, Ways Of Doing Things Executing Alternative Ways Of Doing Things Transition State Moving Through Transition This is a visual display of the stages of change. Each of these stages can take a short or a very long time to move through. People are also at different levels of readiness for change, so that also impacts the length of time it takes to arrive at the desired state. Some people may never fully embrace the change. Some will readily support the change, some will leave while others will just ‘die and stay” and become bitter about the change and the organization.

Can I Handle Change? Do I accept change willingly?
How eager am I to take risk and face change? What changes have I experienced in the last year? What have I learned from these changes? Am I able to keep my perspective during change? Instructor Notes: Have participants answer the questions working alone. Then have them share their observations what they discovered about themselves with their neighbor. Discussion and summary “It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we fear… it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”

Enhancing Your Ability to Thrive on Change
-- Don't fight it (defend values and ethics) -- You don't have to like it -- Be willing to let go of the past -- Have a sense of humor -- Expect to succeed -- Build a personal coping strategy Instructor Notes: Go over the bullets and elaborate on each slide. Questions and answers “Change is always tough. Something familiar is destroyed. Something unknown comes along. The greatest opportunities arise at times of greatest change. Tough times require us to lose our heads enough to free ourselves from trying to simply stay on top of change. We must aggressively step into the unknown or risk the certainty of being destroyed by the status quo.”

To Thrive On Change. . . Circle of Circle of Influence Concern Stay In That “Circle of Influence”

You Have More Control . . . Than You May Think
What you do with most of your free time How much energy you exert on each task Your thoughts and imagination Your attitude Your tongue Who you choose as role models Your commitment Causes which you give your time and ideas Your memberships How you play your cards Your concerns and worries Your response to difficult people and times People often believe that they have little control over whether they get their needs met in the workplace. They also rely too much on other’s to satisfy those needs. Real power comes from one’s own thinking, planning, and actions. Stress that they have more control than they think, and here is a list to prove it. Have them read and then elaborate on the slide’s content

During Times Of Great Change
Don’t Let Negativity Get To You Instructor Notes: Have audience brainstorm the question . . . Where do bad attitudes come from? Then show this slide concluding that bad attitudes most likely will come from a combination of those listed on the slide.

Negativity “Bad Attitudes” . . . Where Do They Come From?
Boss Family Individual Instructor Notes Lecture and discussion You could brainstorm with the audience the question, “where do bad attitudes come from.” Then show this slide concluding that bad attitudes most likely will come from a combination of those listed. on the slide. Organization Culture Society

Do These Negative Workplace Issues Sound Familiar?
A lack of trust is keeping morale low. Employees make preventable mistakes because they don’t care. No one seems to have fun at work anymore. Employees spend too much time complaining and griping. The rumor mill is out of control. Employees talk badly about management and others Workplace absenteeism is increasing. Back-stabbing / biting are creating an adversarial environment. People stop talking when the manager comes in.

Negativity . . . is the result of unbridled and unchecked pessimism.
An Optimistic Attitude Brings Hopefulness. A Pessimistic Attitude Brings Helplessness. Instructor Notes Summary of the previous slide “People aren’t disturbed by things, but by the views they take of them.” ~ Epictetus

Attitudes! Thoughts Beliefs Interpretations How “Bad Attitudes”
Get Started Thoughts Beliefs Attitudes! Instructor Notes: Someone said, “Nothing is either good or bad, but thinking makes it so.” You could point out that two people can experience the same event and have a totally different interpretation of that event. Attitude is how we choose to think. Feeling is what we get for thinking the way we do. Negative attitudes are caused by the gap between what a person is getting and what they want. Hardee’s Restaurant has a slogan, “Don’t fight, make it right.” They believe that if you fix the problem, bad behavior will go away. Give the Hardee’s example, and then allow time for discussion. Interpretations Perceptions

Beliefs . . . How Bad Attitudes Gets Started What we hold to be true
Perceptions . . . Our impression of people and events Interpretations . . . How we give meaning to a situation This slide supports the previous slide. It provides some clarity about how negativity gets started and is self-explanatory. “Everything can be taken from a person but one thing; the last of the human freedoms -- to choose one’s attitude in any given set of circumstances, to choose one’s own way.” ~ Victor Frankel, Auschwitz Prisoner Author Man’s Search for Meaning

Non-Productive Communication
How Negativity Travels The Catalysts Contagious Mood Instructor Notes: Feelings are highly transferable. Think of the waiter who snaps at you, the person who slammed the door in your face, the road rage incident. Bad attitudes can come out of no where and can be highly contagious. The goal is to remain in control of one’s emotions. And for managers, it is important to what is happening in your organization and to manage workplace issues and with conflict quickly before the environment turns negative. Non-Productive Communication Behaviors Conflicting Views

They . . . The Effects Of Negative Thoughts & Feelings Include . . .
drains your energy. blocks positive thought and creative thought. causes stress and worry. causes anger and illness. reduces productivity. prolongs painful situations. affects the way you listen to others. affects the way you communicate with others. affects the way you deal with others. takes the fun out of your life. They . . .

Is A Choice! Attitude . . . How we choose to think.
Feeling What we get for thinking the way we do. We Know . . . We choose our thoughts. Thoughts create reality. Reality determines behavior. Behavior leads to results. We’ve Learned Life Is A Choice! This slide summaries the previous slides on negativity.

Events & People Learn to Interpret . . . Optimistically.
How To Overcome Negativity? Learn to Interpret . . . Events & People Optimistically. And this is another way of expressing how to overcome negativity.

Developing a Winning Attitude
Recognize your insecurities and take action to correct. Control self-talk. Don’t think about what you don’t have. Identify successes and focus on your talents. Offer name first in every conversation. Don't underestimate your intelligence or overestimate others. Practice speaking up every chance you get. Become an expert in your profession. Be thankful. Start a victory wall and file. (Continued) This is a two-slide series on developing a winning attitude needed for success. Have them read the two slides and discuss the content.

Developing a Winning Attitude (Continued)
Graciously accept compliments. Help others to build confidence in themselves. Maintain good body posture and walk faster. Work to improve assertion skills. Maintain good eye contact. Be positive even when you don’t feel like it. Make smiling a habit. Strive for excellence and not perfection. This is a two-slide series on developing a winning attitude needed for success. Have them read the two slides and discuss the content.

Eliminating Workplace
Negativity . . . What The Individual Can Do

You Must Constantly Ask Yourself . . .
Self-Reflection You Must Constantly Ask Yourself . . . Who am I around? What are they doing to me? What do they have me reading? What do they me saying? Where do they have me going? What do they have me thinking? And most important, what do they have me becoming? Do Then Ask Yourself The Big Question: Is That Okay? ~ Jim Rohn To stay positive, they not only need to practice flip-side thinking What is the best that can happen, they also need to be concerned about who they are around and what influence do these people they are around have on their positive thoughts and attitude.

Quick Fixes For Overcoming Negativity
Set a time limit for negativity. Focus on the big picture. Set ground rules. Look at quality criticism as a plus. Use flip side thinking. Stop the thought! – “Caught it and rethought it.” Use a rubber band to snap away the negativity. Use the win-win approach to resolve problems. Surround yourself with optimistic people. Be your own best friend - control internal dialogue. Play your winners - your strengths. (continued)

Quick Fixes For Overcoming Negativity (Continued)
Develop new skills. Do something to help others. Alter, Avoid, Accept. Reward yourself for being positive. Lock in the negativity at work and / or at home. Recognize the negativity trigger points. Take a time-out. Provide an attitude checkup. Encourage laughter. Use a recorder. Keep thoughts in the present. (Continued)

Quick Fixes For Overcoming Negativity (Continued)
Keep future focused. Have a favorite saying. Avoid “neg-attacks”. Shift focuses to the positive. Practice forgiveness. Ask yourself “What is the best / worst ?” Determine the source and avoid it. Change your physiology. Eliminate any benefit you might receive. View every challenge as an opportunity. Realize - You can only do what you can do. “A happy person is not a person in a certain set of circumstances, but rather a person with a certain set of attitudes.” ~ Hugh Downs

~ Harry Chambers, Author The Bad Attitude Survival Guide
“Bad attitudes have become mainstream. Irreverence, criticism, and disrespect are at the forefront of our humor, entertainment, media, political discourse, and everyday conversation. These personal attacks and ‘character assassinations’ occur so often, they are no longer shocking or noteworthy. We have become desensitized to such attacks. We do not just disagree with someone’s ideas and actions, we attack their intelligence, ethics, and morals. Managers have moved from guideposts to whipping posts and frequently bear the brunt of employees’ personal feelings of insecurity and inadequacy, outside problems that filter into the workplace, employees’ lack of personal preparation and failure to position themselves for tomorrow’s workplace opportunities as well as stalled careers.” ~ Harry Chambers, Author The Bad Attitude Survival Guide Instructor Notes: Have participants read the quote. Start the discussion by asking, “Is Harry, the author, generally correct in his thinking? Are employees expecting too much from bosses and organizations? “ Common Themes of Bad attitude employees – Bad attitude employees – typically 10 % of the staff Not a Team Player Does the Minimum Disrespectful Insubordinate Always Negative Unhappy Pessimistic Offers no solutions Tardy Gossipy Clock Watcher Prima Donna Defensive Argumentative Abrasive Rude Confrontational Disruptive Inflexible Argumentative Contagious Sarcastic Unpleasant Instigates Dissent Poor communication skills Every employee, managers included, should be aware that cultivating a “Bad Attitude” is a severely career limiting decision.

Managing At The Speed of Change!

What Did You Notice During Change?
You felt less comfortable & confident at first. You had to work harder and concentrate more. You had to quickly ascend the learning curve. Noticed a little voice saying “Now why do I have to do it this way?” Quantity of output decreased. Visible quality of output worsened. More Change, Less Productivity At First The slide is self-explanatory.

Time Needed For Change Change & Productivity P r o d u c t i v i t y
Higher Productivity Levels Current Productivity The diagram shows how productivity will typically drop when implementing changes. People will get very nervous and tend to give up the minute they see productivity decline. They don’t give enough time for the changes to succeed. If a person or organization stays the course, the outcome will ultimately be higher productivity. Productivity Declines

Transition State Future State Present State
Stages of Change Transition State Future State Present State The transition state can cause the most headache for everyone. People move through at different rates. This is a completely normal feeling that people experience. The Stages Of Change Stage # 1 Ending During the change process, we are in the position of either voluntarily or involuntarily having to end our attachment to an old way of doing or thinking. We must stop doing things one way and begin doing them in another manner. This detachment process we refer to as an ending. Stage # 2 Transition The process of letting go is what we call transition. During this phase we move closer to accepting the change in a number of ways. We often find ourselves struggling with the issue of moving from a victim mode to a sense of ownership. As we pass through this transition period, we begin to look at the gains and opportunities involved. Stage # 3 Beginnings Once you are committed to, or are at least moving in the direction of accepting or “owning” the change, you can begin to talk about beginnings. Good beginnings depend on your ability to clarify what you want to gain from the change. Once you know what your goals and desires are, you are in a good position to ask others for help or to help yourself.

Step-By-Step . . . Implementing Change
Step 1: Determining Need For Change Step 2: Preparing Tentative Plan Step 3: Analyzing Probable Reactions Step 4: Making Final Decisions Step 5: Establishing Timetable Step 6: Implementing The Change Steps to take to implement change. You could have the participants, using the above steps, rough out a change they would like to make. “Every change looks like failure in the middle.” ~ Rosebeth Moss Kanter, Author The Change Master

Change Implementers Start With These Questions . . .
Why are we doing this? Why now? What if we don't do this now? What is our destination? Precisely how will we get there? What's in it for our people? How will the gains outweigh the losses? How will we bring our people along with us? How will we consolidate the changes? In the midst of winter, I finally learned that there was an invincible summer.” ~ Albert Camus

Helping People Through Change
Take personal interest in each employee‘s development. Communicate clear expectations and benefits. Let staff decide how the job is done. Provide staff with tools to do the job. Remove obstacles. Provide effective coaching Encourage calculated risk taking Use performance appraisals as learning tools Revamp reward & recognition systems Revamp compensation systems Instructor Notes: There are three slides on this topic – this is the 2nd of 3 slides. Discuss and elaborate on each of the bullets. Questions and answers.

1. Involvement Helping People 2. New Information 3. New Ideas Through
4. New Experiences Helping People Through Instructor Notes: There are three slides on this topic – this is the 3rd of 3 slides. Discuss and elaborate on each of the bullets. Questions and answers.

During Change . . . Employees Want Answers
• What is going to happen and why? • What is their responsibility? • Impact it will have on them? Communicating the Change • Seek first to understand. • Express thoughts & feelings clearly. • Postpone evaluation. • Be willing to change. • Be willing to confront. • Think win – win. Instructor Notes: Discussion and summary.

Communicating Change Convey that you . . . Are personally committed to the change. . . . Recognize change will negatively impact some. . . . Are open to discussing feelings about change. . . . Are confident that the "team" will succeed. . . . Want input to make change work. Lecture The slide is self-explanatory.. "To Change Your Life . . . Start Immediately -- Do it Flamboyantly -- No Exceptions -- No Excuses." ~ William James ~

Expect Resistance . . . How to Overcome
-- Begin with the end in mind. -- Define the vision clearly. -- Involve others early. -- Identify and work with change resisters. -- Set measurable objectives from the outset. -- Design for early success stories. -- Realize that change will never cease. Instructor Notes: Discussion and summary

Surviving & Thriving During Times of Change
Takes Controlling Stress!!!!!!!!!! This is two-slide series on what is stress.. Have the audience help you define stress. (You don’t need examples at this point – just the definition.) After you get several definitions from the floor, move to the next slide.

Stress originates . . . not out there,
Stress is . . . 1. Our internal response to the outside world. 2. Our inability to deal openly and honestly with self and others. 3. Stress is the feeling you experience when you perceive a gap between what you want and what you have. Stress originates not out there, But Only in our mind. This is two-slide series on what is stress.. Cover the above stress definitions.

Inability to Manage Time
The Cause ________ This is a series of seven slides on how to experience balance and harmony with the events in their life. Remind the group that we introduced personal values on day one of the program. This exercise is about evaluating how well they live their values, and how to manage time based on values. Have participants place one major area of their life on each spoke Once they have identified the major life areas important to them (career, continuing education, community service, health, financial security, social, family, etc.), have the participants evaluate (rate) how well they are doing in each of the areas. For example, on a scale of one to ten, how satisfied are they with their health, their career, their family life, etc.? Have them mark each spoke using the scale from one to ten (one, not doing very well to ten, doing outstandingly well). Once they have marked all spokes, have them connect the markings. Ask participants to evaluate their completed wheel. Is it in the shape of a wheel? Or, does it have some rough edges? (Most of their wheels will be very unbalanced.)

Balanced Life Wheel This is a series of seven slides on how to experience balance and harmony with the events in their life. Their wheel will probably not be as round as this wheel. Tell them that it is difficult to have a perfect wheel of values, but the goal is to come as close as they can. (Things may be going very well in their life, and all of a sudden mom gets ill, an unexpected layoff hits, etc. At that point, their wheel will become jaded.) The goal would be to get back on track as quickly as possible keep the wheel running smoothly (no bumps). A person could go through life on a square or spikes in their tire, but the ride would not be pleasant.

Balanced Wheel Unbalanced Wheel
Spirit Health Financial Career Family Social Balanced Wheel Spirit Health Financial Career Family Social This is a series of seven slides on how to experience balance and harmony with the events in their life. This is an example of an unbalanced wheel. Lecture How a person is better able to handle change when the wheel is balanced. How values should match their performance. Unbalanced Wheel

The Wheel . . . Your Walk, Talk & Sound
When it is Balanced When it is Not This is a series of seven slides on how to experience balance and harmony with the events in their life. Small Group Work / Large Group Discussion Response to events when the wheel is balanced. Response to events when the wheel is unbalanced. See the following slide for examples of balanced and unbalanced wheels.

What You How You Value Live Managing Stress Takes a Life In Balance
This is a series of seven slides on how to experience balance and harmony with the events in their life. What they value and how they live should be the same. The farther apart the two are (what they value and how they live), the more difficult it is to stay calm and in control.

Balance, Harmony, And Appropriateness With The Events In Our Life.
Congruity . . . Experiencing Balance, Harmony, And Appropriateness With The Events In Our Life. Your values should be your guide to remaining in control and productive. Self - actualization will come when you form a congruity between what you value (believe) and how you live (perform). This is a series of seven slides on how to experience balance and harmony with the events in their life. Lecture – This is a wrap-up slide for this series.

Encumbered with low self-image,
Bob takes a job as a speed bump.

Keeping Cool, Calm, and Collected When the Pressure Is On
Have "escape routes.“ Remind yourself of your good qualities. Talk to yourself. Set realistic goals and expectations. Take care of number one. Establish quiet time. Accept change. Focus on areas you can control. Negotiate and re-engineer pressure situations. Learn how to spot your stress warning signals. Stay informed about what is happening. (continued)

Keeping Cool, Calm & Collected when The Pressure is On
(continued) Keep current in your field. Have a plan "B". Be a problem solver. Use weekends as a change of pace. Everyday do something you really enjoy. Have an optimistic view of the world focus on the positive. Be flexible in your attitudes you may not know the full story. Anticipate corporate change by constantly updating your skills. Make friends with non-worriers. Learn from those who are best able to manage stress. (continued Instructor Notes: A good definition of stress is our internal response to the outside world. Another definition of stress is our inability to be honest with ourselves and with others. Point out to the group that it is not what is out there in the environment, but rather what we say to ourselves about what is out there. Cover the list.

(continued) Keeping Cool, Calm & Collected When the Pressure Is On
Ask a colleague to let you know when you appear to be stressed. Maintain your network and support groups. Have a reward system. Balance your life. Go with the flow. Learn to say "no.“ Have a positive mental attitude. Maintain sensible perspective and a sense of humor. Warm up to your job or find a new one.

Competence Connection Character
The Six C’s For Surviving & Thriving On Change Competence Love Of Learning Healthy Habits Emotional Competence Social Intelligence Connection Network (encourage & support others) Positive Relationships Character Living Life Ethically and Living Personal Values Valuing Differences

Caring Confidence Contribution
The Six C’s For Surviving & Thriving On Change (Continued) Caring Stand Up For Fairness and Freedom Share Skills That Will Help Others Confidence Belief In The Future Self-esteem Persistent Resourcefulness Find Answers And Creative Solutions Contribution Purpose, Meaning Motivation, Sense Of Direction

* * * * * * * * * * * * The End! Thank You!
Surviving & Thriving During Times of Great Change * * * * * * * * * * * * The End! Thank You! Throughout this document the notes are meant as a guide for the instructor. The slides are, for the most part, complete and self-explanatory. There are a variety of activities for presenting the materials in this program -- including lecture, large group work, small group work, self-reflection exercises, case studies, quizzes, fill in the blank, etc. For all the activities listed in the program, use your own best judgment as to the approach you use. For example the activity may be lecture (a form of passive learning, but if the group seems to have low energy at the time of the activity, you could switch the activity to audience brainstorming the response, are present the material in the form of questions a method that will require their active involvement. There is a small amount of duplication of materials I have including a few for making key points throughout the program. Some slides will take more time and discussion. Other slides can be read or simply looked at and / or used as homework assignments for the next class. If the audience doesn’t seem to have little interest in a particular topic, I suggest that less time be spent on the topic and supporting slides. If more interest is shown for the materials being presented, stick with going through those slides in detail. As participants start entering the room, project this slide on the screen. Presenter Martha N. Bryan

Those Best Able to Survive & Thrive on Stress
High Self-Esteem (Sense of Worth) Feel They Can Control World Around Them Are Challenged by Change Are Committed & Intensely Involved in What They Do Regard Challenge as an Opportunity to Grow The slide is self-explanatory. These are the keys to handling stress. “The greatest weapon against stress is our ability to choose one thought over another.” ~ William James

Reaction to Change – Overlapping Impact
Physical Mental Emotional This is a six-slide series coving our reaction to change. If time allows, you could approach this by asking questions . . . How have you responded to change? How did you become aware that a period in your life was ending? How did you approach or prepare for a forthcoming change? What was the greatest fear or difficulty you had to face? How did you overcome this fear or difficulty (what methods did you employ)? When did you begin to feel that you were going to get through the change What new things did you need to learn in order to manage the change? These questions should raise their awareness of how they respond to change. Describe how change can wreak havoc on their emotional, mental, and physical state, and that it will often show first in their relationships with others. Stress the need for keeping relationships intact during change. When change is occurring, make every effort to vent stress in ways other than taking it out on the people who are important to their success. Remind them that success takes good relationships,

University of Michigan Study Worries. 60%. were unwarranted. 20%
University of Michigan Study Worries 60% were unwarranted 20% were already resolved 10% were petty 10% were legitimate concerns (2% were of significant issues)

Author Unlimited Power
“Your level of communication mastery in the external world will determine your level of success with others - personally, emotionally, socially, and financially. More important, the level of success you experience internally - the happiness, joy, ecstasy, love or anything else you desire - is the direct result of how you communicate to yourself. ~ Anthony Robbins, Author Unlimited Power Read and discussion. I would recommend a longer discussion on this slide, because it gets to the heart of how the individual can control negativity in themselves.

Change & Productivity Higher Productivity Levels Current Productivity
Time Needed For Change Higher Productivity Levels P r o d u c t i v i t y Current Productivity Productivity Declines

Change Implementers Start With These Questions:
Why are we doing this? Why now? What if we don't do this now? What is our destination? Precisely. How will we get there? What's in it for our people? How will the gains outweigh the losses? How will we bring our people along with us? How will we consolidate the changes?

Root Causes For Negativity
Low self-esteem Stress / burnout Fear Physical conditions Boredom Lack of understanding organization’s vision, goals Unresolved conflict Past experiences Inability to handle change Lack of feedback Resentment Lack of recognition

We have experienced an erosion of respect for people, positions, and institutions.
Employees are holding you accountable for crimes you never committed and problems you do not have the power to fix. It comfortably distances employees from responsibility. Today’s employees are less fearful of what you might do to them and more resentful of what they perceive you haven’t done for them. We are no longer motivated to avoid loss. Blaming is a comfortable way to distance themselves for any responsibility, affirms their righteousness, and avoids accountability for unresolved issues. Bad attitude employees do not differentiate between a four alarm blazing fire and a burned marshmallow.

Antagonism is fashionable
Antagonism is fashionable. There is always someone or something to be against. There is no middle ground. We tend to think in absolutes. Every decision they make is wrong. They are always out to get me (us). Everything the boss or company does is wrong. The company will do everything they can to get me. With the advantage of hindsight, elapsed time and observable results, we have become experts at being post-event critical. After-the-fact geniuses -- used by those who are not secure enough to put themselves on the line and take risk.

Change! Change! Change! Because business growth had dropped substantially over the past year due to the economy, ABC organization determined that it would need to achieve a 25% reduction in force over the next six months. Department heads were charged with informing their employees about this change. The head of one department had the following conversation with one of the clerks: Manager "We've been told that we need to achieve a 25% reduction in force over the next six months." Employee "But you told me this job was secure. When I was hired, you said, no one ever gets laid off from this organization!" Manager "Well that was ten years ago, and this is now." Employee "So, am I going to be laid off?" Manager "I don't like your attitude, young man. Keep it up, and you can count on it." Employee "Well spare yourself the aggravation. I've had it. I quit!" The employee packed up his belongings and left. The manager sat shaking his head. He had been planning to tell this employee that because of vacancies in his department, he didn't think anyone would be laid off. Instead, people would be cross-trained and have to assume a little more responsibility. Now he was losing one of his top performers, and he wondered what went wrong.

Merger Change . . . Case Study
It was Friday, January 31, 2004, 3:30 p. m. when an urgent memo from Ben White the CEO of Fab Industrial had just been issued to all employees by electronic mail. All departments had been briefed by their respective managers to expect the memo. Employees had not been given any of the particulars about the content of the memo, but rumors were already flying. The memo read as follows: To: All Fab Industrial Personnel From: Ben White, CEO Date: January 31, 2004 Re: Company Status As you all know, All Fab has been experiencing financial difficulties. In order to address those difficulties, All Fab will be merging with National Industrial at the end of this quarter. Effective April 1, 2004, we will be called National Industrial. While it may call for some changes from us, I believe that this move represents a wonderful growth opportunity for the company. I look forward to your continued support and cooperation.

Relocation Change . . . Case Study
A major renovation project will require moving several hundred employees from the Capital Mall Building to a temporary location(s) for a period of one to two years. The relocation will have the potential for many different impacts such as the stress of packing and moving, commuting, and geographic distance from business associates and social contacts. Managers have been discussing the eventual move with their employees. One discuss included . . . (Continued – 1 of 2)

(Continued -- 2 of 2) Manager “We will be hearing more specific information about the move in the coming weeks, but you need to expect to be working in a new location that is not downtown for one to two years, so please consider this if you will be making any decisions or changes concerning housing, childcare, or transportation.” Employee “But I commute with my spouse who works downtown and our daycare is just a couple of blocks from here. When I was hired you said this was a family friendly organization.” “Well, we are still family friendly, and we will do what we can to help you meet your family obligations.” “Does that include buying me a car and gas to get to some office out in the hinterlands? I won’t be able to walk over and see my kids at lunch? This will be a disaster!” “Oh, calm down and keep things in perspective. Keep in mind that you will still have a job and you will be back downtown eventually.” “Yea, but until then, this will never work. The time and stress from this move will make me a wreck. I’m going to have to look at other job options to stay downtown.”

Surviving & Thriving During Times of Great Change

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