FACILITATING TRANSITION Materials needed this session: Pens Handout In the PowerPoint notes, please identify the font differences: Bolded words indicate what you say or ask Italicized words indicate what you do All regular font is a guided script Please add/edit to make it relevant and meaningful to your area. Print the PowerPoint notes: Click on File > Print. At Settings, click on the down arrow for Print Layout. (It may say Full Page Slides near this arrow.) Click Notes Pages. Complete the print details and print.
Types of Change Imposed Designed Change over which you have little to no control. Change you initiate. SAY: In earlier sessions about change, we learned about Imposed and Designed Change. Remember that whether a change is imposed or designed, it can have an influence on a person’s reaction. Both types of change can be stressful, but it is different when you have had some control over a designed change.
It’s Not The Changes That Do You In… …it’s the Transition. Change is situational: the new site, the new boss, the team roles, the new policy. Transition is the psychological process people through to come to terms with the new situation. Change is external; transition is internal. SAY: Another thing to remember is that change is situational – it is a point in time and external. Transition is the internal process related to coming to terms with a change.
Quick List of Changes Call out any change that is taking place Big or small Work or home Hard or easy SAY: Let’s just call out any change that is taking place: big or small, work or home, hard or easy. [Capture responses on a dry erase board or flipchart.]
Circle of Control Concern Influence Control [Note: this slide is animated.] SAY: This is on page 1 of your handout. Think about the things you have concern about. The things that you are wondering and perhaps worrying about. ASK: Out of those you are concerned about, what things can you influence? Where can you take action to speak to others and provide them with new options or perspectives that might influence the outcome? This is your sphere of influence. Which things can you control? What should you do to take ownership of the change? These things are within your level of authority to change. These sessions are an example of influence. The opportunity to provide feedback to leaders is a means of influence. What do you feel it is important for them to know about the impact of changes on your team and the ideas you might have for improvements? Control
Apply the Circles of Control Identify the items on the prior list that you have: Concern Influence Control Be realistic about your sphere of control React accordingly SAY: Take a look at our list that we shared about changes happening. Individually note what items are within your concern, influence, or control. Being realistic about your sphere of control can help reduce frustration. It doesn’t help to keep complaining about those things which you cannot change. If you have influence, use it. If you have authority, take action.
Moving Through Transition Expect a reaction Let yourself grieve for the losses Go with the flow – ride out the storm Hang onto the familiar things that aren’t changing Get support – seek out the change leaders Divide it up – segment the work Find the good in it – look for the positive Know that it will end – more change will come [Note: this slide is animated.] SAY: Turn to page 2 of your handout. Let’s go through a few tips to facilitate this transition process. Take a moment to circle one of these items that you’d like to practice more often.
Recap [Note: this slide is animated.] ASK: What stands out for you from what we covered today? [Pause for responses.] SAY: This section was to remind that there are many changes in life – both at work and outside of work. It’s helpful to identify where we have circles of control, influence, and concern. Let’s put our energy where we can make a difference.