The document discusses change and the process of change. It presents equations representing forces that push and pull people through change. It also outlines common emotions, questions, and resistances experienced during change. Finally, it discusses the importance of progress and the roles of catalysts and nourishers in driving engagement and progress through change.

1. CHANGE EQUATION
f3 + f4 +/- f5 < > f2 + f4 +/- f6
Comfort + Fear +/- DELIs <
> Values + Vision +/- Personality

2. CHANGE PROGRESS
Old Self New Self
• VALUES’ push • VISION’s pull
• COMFORT / FAMILIARITY of • FEAR / APPRHENSION of
old new
Behavior Change

3. PULL and PUSH of CHANGE
• VALUES’ push • VISION’s pull
f1 f2
• COMFORT / FAMILIARITY • FEAR / APPRHENSION of
of old new
f3 f4
• DELIs • Personality
f5 f6

4. Big 8 DELI’s
• Quantitative Analysis
• Application of Technology
• Theory Development and Conceptual Thinking
• Creative Production
• Counseling and Mentoring
• Managing People and Relationships
• Enterprise Control
• Influence Through Language and Ideas

5. Transition Process

6. Transition Process II

7. Future Creation (Time Paths)
• Dependent on an internal drive, and focus on
• Creating not Reacting
• Prevailing not just Surviving
• Thriving not just Succeeding
• When our normal gets mussed up, and chaos
descends,
• we can navigate to a self-shaped future.

8. Future Creation II
• We have an internal drive to homeostasis,
• to create a new normal.
• We do not thrive on chaos,
• we reorder it—
• we can survive in it.

9. Change Emotions
• Stunned / Shocked
• Terrified
• Confused
• Astonished
• Delighted

10. Questioned during Change
• SECURITY
• FRIENDS AND CONTACTS
• MONEY
• FREEDOM
• PRIDE AND SATISFACTION
• RESPONSIBILITY
• AUTHORITY
• STATUS

11. Change Resisting Mobilizers
• CHANGE NOT NEEDED - STATUS QUO WORKING FINE
• PROPOSED CHANGE DOES MORE HARM THAN GOOD
• LACK OF RESPECT FOR PERSON RESPONSIBLE FOR
THE CHANGE
• OBJECTIONABLE WAY OF IMPLEMENTING THE
CHANGE
• NEGATIVE ATTITUDE TOWARDS THE ORGANIZATION
BEFORE THE CHANGE

12. Change Resisting Mobilizers
• NO OPPORTUNITY TO HAVE INPUT INTO CHANGE
• CHANGE PERCEIVED AS IMPLYING PERSONAL
CRITICISM
• CHANGE SIMPLY ADDS MORE WORK AND
CONFUSION
• CHANGE REQUIRES MORE EFFORT THAN TO KEEP
STATUS QUO
• BAD TIMING OF THE CHANGE
• A DESIRE TO CHALLENGE AUTHORITY HEARING
ABOUT THE CHANGE SECONDHAND

13. Uncertainty Principle
• states that when people are faced with
ambiguous or uncertain situations,
• where they feel they do not know what to
expect,
• they will resist moving into those situations.
• In other words, if people don't know what is
to come, they get antsy, and resistive.

14. The Progress Principle
• In The Progress Principle, we report that, of all
the workday events that engage people
deeply, the single most important is simply
making progress on meaningful work.
• And we found two classes of actions that
managers can perform each day to drive
progress and engagement: catalysts and
nourishers.

15. Catalysts
• Catalysts provide clear goals and necessary
resources
• directly support progress in the work.
• Catalysts impact engagement indirectly by
facilitating progress.

16. Nourishers
• Nourishers act directly on engagement by
boosting inner work life —
• the continuous flow of emotions, perceptions,
and motivations that people experience
throughout their work days.
• Nourishers include actions like showing
respect, offering recognition for good work,
and providing emotional support when people
confront particularly difficult situations.

17. Nourishers
• If employees receive nourishers regularly,
their inner work lives soar.
• They are happy, they perceive their
organizations positively, and they stay
motivated - in other words, they are engaged
in their work.

18. Progress Process
• A • 1
• B • 2