Dealing with change - Eric Vanderburg - Remington College, 2005

1. Dealing with Change
Eric Vanderburg
Human Relations – Eric Vanderburg ©2005

2. Change
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Increasing with each generation since
the Industrial Revolution
Coping with change – dealing with it
without allowing it to damage you
emotionally
Severe change – sense of loss, much
stress
Human Relations – Eric Vanderburg ©2005

3. Most Dramatic Changes
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Loss
Separation
Relocation
Change in Relationship
Change in Direction
Change in Health
Personal Growth
Human Relations – Eric Vanderburg ©2005

4. Constants of Major Change
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It happens to everyone
Seems to be out of your control
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Major changes have babies (other changes)
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Internal locus on control lessens effect
Loss of control = more stress
Friendships
Financial situation
Self esteem
Felt before, during, & after
Human Relations – Eric Vanderburg ©2005

5. Intensity of change
(Holmes-Rahe Readjustment Scale)
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Death of Spouse
Divorce
Marriage
Loss of job
Death of close friend
Outstanding achievement
Moving
Vacation
Human Relations – Eric Vanderburg ©2005
100
73
50
47
37
28
20
13

6. 7 Stages of Personal Change
Healthy reaction to change takes the following
steps

Emotional Standstill (shock)
Denial, can be emotional denial, lasts weeks or months
Anger – support groups can help here
Helplessness
1.
2.
3.
4.
•
•
1.
2.
3.
Overdisclose
Retreat
Bottoming Out – release thoughts, memories, & emotions
Experimenting – start to try normal activities (dating,
working)
Completion – Can bring the even up without pain
Human Relations – Eric Vanderburg ©2005

7. The process
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Regression - Slipping back into an
early stage in the process (temporary
or permanent)
Need to return to your normal self
concept
Human Relations – Eric Vanderburg ©2005

8. Helmstetter’s 6 Steps
1.
2.
3.
4.
5.
6.
Recognize & Understand
Accept or Reject
Choose your attitude (positive)
Choose how you will deal with it (self
or group)
Choose action each day – state a
plan each day
Review steps and progress daily
Human Relations – Eric Vanderburg ©2005

9. Organizational Change
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Change a group must accept and
implement
Managers must plan for change &
must monitor for change needs
Associates must be flexible and
courageous. Staying the same is
comfortable but it is a losing strategy
Human Relations – Eric Vanderburg ©2005

10. Managing personal change
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Become aware
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Initial change
Offspring of the change
Give others a chance to talk about it
Maintain the organizational ideal
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Deal with special needs
Stick to organizational goals
Human Relations – Eric Vanderburg ©2005

11. Lewin Change Model
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Unfreezing
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Moving
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Preparing for change
Showing the need for change
Changes are made
Refreezing
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Create new policies
Reinforce behaviors
May not be possible in high change fields
Human Relations – Eric Vanderburg ©2005

12. Force Field Analysis
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Driving Forces – want to implement change
Restraining Forces – want to keep things
the way they are
Driving forces must be stronger for change
to take place
Causes changers to plan for change
Resistance forces are analyzed
Conflicts can be avoided
Human Relations – Eric Vanderburg ©2005

13. Logical Incrementalism
1.
2.
3.
4.
5.
General concern – awareness, threat
Broadcasting idea (trial balloon) – general
terms of the idea are given to test reaction
Formal plan developed – what and how are
defined
Starter event triggers action – important
action gets attention and starts the change
(crisis)
Ongoing adaptation of the plan
Human Relations – Eric Vanderburg ©2005

14. Resistance
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Filtered listening – information that challenges
personal world stability is ignored
Fear of the unknown
Fear of Loss
Distrust or resentment of the change agent
Belief that the change is wrong – effort appears
doomed
Pace of change is too fast or slow
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Too fast: not proper training or implementation
Too slow: not effective, appears never-ending
Human Relations – Eric Vanderburg ©2005

15. Japanese embrace change
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Continuously improve
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Fact of life, expected
Encouraged
Feedback is utilized and constant
Fewer management layers
Less risk
Human Relations – Eric Vanderburg ©2005

16. Organizational Development (OD)
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OD Change Agent – outside specialist
who initiates and encourages change
OD interventions – training tools to
teach how to solve problems
Helps empower associates
Helps in accepting new responsibility
Human Relations – Eric Vanderburg ©2005

17. OD Ideals
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Participative Operations
Equality
Respect for Others
Confrontations with problems
Trust and mutual support – openness,
honesty, helpfulness, team effort
Human Relations – Eric Vanderburg ©2005

18. Organizational Change Tips
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Communication
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Climate
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Share all information
Ask for feedback
Regular communication
Comfortable with change
Make it normal
Encourage
Involvement
Human Relations – Eric Vanderburg ©2005