Managing Change Reference Guide12Dec.docx
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Managing Change Reference Guide12Dec.docx
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ManagingChangeReferenceGuide12Dec
GlobalLearningand
Performance
ManagingChange
ReferenceGuide
Contents
Introduction4
OurPurposeToday4
ProgramObjectives4
ReactionstoChange4
Reflect:
Whymighttwopeoplereactdifferentlytotheexactsamechange?
4
TheChangeCurve5
TheCurveandBehaviorCues5
EmployeeResponseandManagerCoaching5
FourStepsforManagingChange7
Step1:
UnderstandtheChange8
Step2:
CommunicatetheChange9
UsePrinciplesofEffectiveChangeCommunication9
SelecttheBestCommunicationVehicles9
EngageyourStakeholders9
Address“We”and“Me”IssuesSeparately10
Practice:
PrepareforTeamMeeting10
1:
1Communications11
Step3:
ManageResistance12
Whendopeopleresist?
12
ManagerStrategiesforOvercomingCommonSourcesofResistance12
Step4:
MaintainProductivity13
ShiftingtheCurvebyManagingChangeEffectively13
StrategiesforKeepingYourTeamProductivethroughChange13
Top10TipsforManagingChange14
Introduction
OurPurposeToday
Inthiscoursewewill:
▪Explorethechangeprocessinordertohelpyouandothersadapttochange
▪ClarifywhatSeagateexpectsofmanagersduringtimesofchange
▪Gainskillstomaximizeproductivityandperformance
ProgramObjectives
Inthiscourseyouwilllearnhowto:
Successfullymanageyourteamthroughchange.
1.Identifyhowwereacttochangeandwhy
2.Explorethenormalstagesofchangeandhowyoucanmoveyourteamthroughthechangecurveeffectively
3.Applythekeystepstosuccessfullymanageyourteamthroughchange:
▪Step1:
Definethechange
▪Step2:
Communicatethechange
▪Step3:
Mangereactionsandresistancetochange
▪Step4:
Maintaintheproductivityoftheteamwhiledrivingtothedesiredstate
ReactionstoChange
Reflect:
Whymighttwopeoplereactdifferentlytotheexactsamechange?
▪Ambiguity
▪Personalloss(money,status,identity,etc.)
▪Change“fatigue”
▪Trustinselfand/orleaders
▪Amountofcommunication
▪Levelofparticipation
TheChangeCurve
TheCurveandBehaviorCues
EmployeeResponseandManagerCoaching
DealingwithEmployeesinDenial:
Information
TheDo’s:
▪Stayvisibleandaccessibleasyouneedtocommunicaterepeatedlyandmorefrequently
▪Educateyourteamaboutproductiveandcounterproductivechoices
▪Youmayneedtobeverybluntyetrespectfulwiththosewhoaredeeplyindenial
▪Encourageemployeestosharehowtheyfeel,asonlythenyoucanworkwiththeirreactions
▪Establishshortertimeframesandfollowupclosely
TheDon’ts:
▪Don’tsympathizeinawaythatlowersexpectationsormakesthecompany“bad”
DealingwithemployeesinResistance:
Support
TheDo’s
▪Acceptthatsomeemotionaldisplaysandventingarenormal
▪Besupportiveandbereadywithresources,iftheyareneeded
▪Toleratemistakesbutnotinactivity
▪Remindpeopleoftargetsandcustomers
▪Communicateendlessly–rememberpeoplewanttohearfromtheLeadershipTeamandyoutheimmediatemanager
▪Usethepowerofthegroup,andaskthosewhohavemovedonfromresistancetoserveasassistantstootherwhohavenot
TheDon’ts
▪Neverencouragehelplessness,victimbehaviorsorreactions
▪Bedirectbutavoidarguments–thefactsarethefacts:
thischangeishappening
DealingwithemployeesinExploration:
Direction
TheDo’s
▪Continuetolookforsignsemployeesareadaptingtothechange
▪Publiclycelebratesafeexplorationandbespecificinyourinstructions
▪Spendone-on-onetimetoreinforcepositiveactionsandlearning
▪Askemployeeswhohavemovedoutofresistancetohelpwiththosewhohaveregressed
▪Provideguidelinessotheyhavethefreedomofexperimentationwiththesecuritytheywillbesuccessful
TheDon’ts
▪Donotassumethatpeoplecannotregress,gossip,orspreadnegativefalsehoods
▪Don’tassumeyouare“throughthechange”–checkwithyourteamoften
DealingwithemployeesinCommitment:
Encouragement
TheDo’s
▪Rewardandreinforcepositive,constructive,andproductivedecisions
▪Encouragepeopletoteachwhattheyknow
▪Clarifyexpectationswherenecessary
▪Lettheteamknowhowimportanttheireffortistothesuccessofthecompany
▪Makesurelessonsarelearnedforwhatwillsurelybethenextchange–lookfor“transferableskills”thatcanapplytowhateverthenextchangeis
TheDon’ts
▪Nevergivetheimpressionthattherewillbenomorechange
FourStepsforManagingChange
Step1:
UnderstandtheChange
Inordertoeffectivelyadvocateforachange,taketimetounderstandthechange.Whatisthescope,therationale,benefitsandtheimpacts?
Whatarethenegotiablesandnon-negotiables?
Step2:
CommunicatetheChange
Onceyouareconfidentinyourabilitytoadvocateforthechange,establishhowandtowhomyouwillcommunicatethechange.Employeesprefertohearaboutchangefromtheirdirectmanagers.Useyourcurrentmechanisms–one-on-ones,teammeetings,etc.
Step3:
ManageResistance
Resistanceisanormalstageofbehaviorinadaptingtochange.Itisdemonstratedinvariousways.Asamanager,recognizethebehaviorandknowtheremedythatwillputyouremployeeandteamclosertoproductivitybyapplyingoneofseveralprovenapproaches.
Step4:
MaintainProductivity
Evenduringthemostdisruptivechanges,businesscontinues.Asamanager,ensurethattheproductivityoftheteamismaintained.Infact,performancehasthepotentialtoincreasewhenwemanagethereactions,removeobstacles,focusonspecifictasksandcelebratethewins.Inthisway,weachievethepromisethechangeholdsforthefuture.
Step1:
UnderstandtheChange
Seagateexpectsmanagers,whenfacedwithachange,todefinethescopeofthechangeforourteamstothebestofourability.Wearealsoaskedtohelpotherswiththeambiguitythatoftenaccompanieschanges.Thequestionsbelowformatypicalprojectscope.
1.Whyisthechangenecessary,andwhynow?
2.Whatarethebenefitstothecompany,ourfunction,orourteam?
3.Whatisthescopeofthechange?
Howwillitimpactthecompany?
Howwillitimpactourteam?
Arethereanyindividuallevelimpacts?
4.Whatisthetime-frameforimplementation?
5.Whataspectsarenegotiableandnon-negotiable?
6.Whataretheanticipatedchallengesandhurdles?
Resolutions?
7.Whatarethesuccesscriteria?
Howwillweknowwhenwearesuccessful?
8.Howwillpeopleberewardedand/orrecognizedformakingthechange?
9.Whatinformationgapsexist,andwhy?
10.Whatquestionsdoyouwanttoaskyourleader?
Step2:
CommunicatetheChange
UsePrinciplesofEffectiveChangeCommunication
Messagesmustmatchtheinformationrequirementsoftheaudience.Theyshould:
▪Tellemployeeswhattheyneedtoknowsothattheyunderstandthechangeinthecontextoftheirworklife
▪Askemployeestoparticipateinproblemresolutionandchange
▪Commitemployeestomakingtherequiredchangesandsustainingthem
SelecttheBestCommunicationVehicles
EngageyourStakeholders
Address“We”and“Me”IssuesSeparately
Practice:
PrepareforTeamMeeting
1.What’sthechange?
Tell
2.Whydoweneedtochange?
Tell
3.What’snegotiableandnon-negotiable?
Tell
4.Whatissues,problemsandsuggestionsdowesee?
Ask
5.Howwillweresolvecurrentandfutureissues?
Ask
6.Whatwillwecommittodotoadapt?
Ask
7.Whatresourcesdoweneed?
Ask
Do’s
▪Behonest;ifyoudon’tknow,sayso
▪Keepconfidentialinformationconfidential
▪Askquestions
▪Shareasmuchinformationasyoucan,whenyoucan
▪Getbacktopeoplewithinformationwhenyousayyouwill
Don’ts
▪Encouragegossipandrumors
▪Makeituporextrapolate
▪Hordeinformation
1:
1Communications
DuringYourExisting1:
1Meetings
▪Encourageopenness:
non-judging
▪Exploreconcernsbyaskingquestions
▪Listencarefullytoresponsesandrespondappropriately
▪Communicatethebenefitsofthechangeinwaysthatrespondtoindividualneeds
▪Explorewaystoengagemore
Step3:
ManageResistance
Whydopeopleresistchange?
Peopleresistchangewhen:
∙Theybelievethatchangeisunnecessaryorwillmakethingsworse
∙Theydon'ttrustthepeopleleadingthechangeeffort
∙Theyaren'tconfidentthechangewillsucceed
∙They'vehadnoinputinimplementingthechangeprogram
∙Theyfeelthatchangewillmeanpersonalloss—ofsecurity,money,status,orfriends
∙Theybelieveinthestatusquo
∙They'vealreadyexperiencedalotofchangeandcan'thandleanymore
ManagerStrategiesforOvercomingCommonSourcesofResistance
Source:
Kotter,J.P.andCohen,D.S.TheHeartofChange,Boston:
HarvardBusinessSchoolPress
Step4:
MaintainProductivity
ShiftingtheCurvebyManagingChangeEffectively
OutcomesofManagedChange(greencurve):
1.Lessdisruption(shallowerdip)
2.Moreimprovementsandinnovations(curveshiftstoleft)
3.Higheroverallteamperformance(higherend-point)
StrategiesforKeepingYourTeamProductivethroughChange
▪Recognizethewins
▪Understandthechange
▪Communicateeffectively
▪Overcomeresistanceintheteam
▪Encouragepeopletotrynewthings
▪Focusontask,notrole
▪Recognizethesmallwins
▪Encourageinnovation
Top10TipsforManagingChange
1.Constructivelyaskquestionsaboutthechange
2.Seektounderstandhowothersarereactingtochange
3.Knowwhento“Askvs.“Tell”andwhentofocuson“Me”issuesvs.“Me”issues
4.Proactivelydealwithresistance
5.Focusonspecificobjectives,asopposedtoroleorcareerscope
6.Stayvisible,accessible,involved
7.Recognizeteammemberswithspecificanddifferentiatedfeedback
8.Scopeoutbothshort-termandlong-termgoals
9.Communicate,communicateandcommunicate!
10.Celebrat
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