When you attend a Change Management Training Course delivered by Pdtraining in Auckland and other cities, you’ll learn how to be a change leader and bring staff in your workplace over to your side of the implementation.
Emotional Barriers
Emotion is defined as a state of feeling. Because implementing change in most organisations requires people, and any time people are a factor, emotion becomes part of what needs to be managed. Most organisations work with the appreciative inquiry process, six essential conditions should be promoted as part of the pre-change planning process. They liberate personal and create organisational power, resulting in a true transformation for the people in the organisation.
- Freedom to be known in relationship: The nature of the appreciative inquiry process leads people to feel encouraged to shine as individuals, not just as someone performing a role.
- Freedom to be heard: Through the interview process, individuals gain the freedom to be heard.
- Freedom to dream in community: People feel more free and in a safe place to share dreams as they dialogue together.
- Freedom to choose to contribute: People feel empowered in an appreciative inquiry environment, and assume commitments they might not otherwise undertake.
- Freedom to act with support: The awareness that others care about their work makes individuals comfortable experimenting with new ideas.
- Freedom to be positive: Suddenly, the environment validates the fact that it is acceptable to have fun. People feel positive and proud of their work experiences.
Facts and Audits
A fact is something that is demonstrated to exist, or known to have existed. As opposed to emotion, facts are straightforward, and necessary to measure progress. As a change management project shifts into the launch or in-process stage, the change management team must make sure that measurement is ongoing. Two types of measurement systems can be used.
- Audits and performance measurement systems: Audits and measurement systems provide data to determine the adoption rate of change. They help to determine:
- How many employees are using the new processes or systems?
- Individual or group proficiency levels
- Who is not engaged with the process, or is struggling, and why?
Formal, quantitative assessment instruments and a review of performance data provide this information. The results allow the change management and/or project teams to develop and implement corrective actions, make modifications to the program, or use positive results to propel to the project forward.
- Accountability Systems: Enhancements should be made to performance evaluation and compensation systems in order to maintain the accountability and credibility of the change. This is important in order to maintain ongoing reinforcement of the changed systems or processes.
Building Resiliency
Resiliency is the capacity to absorb high levels of change while maintaining a level of performance and displaying minimal dysfunctional behavior.
People who are resilient do two things to reduce their susceptibility to dysfunctional behavior during change: They increase their capacity to absorb shock, and they reduce the amount of effort necessary to successfully implement any one change.
What is Resiliency?
Resilience isn’t an absolute characteristic; rather it is a combination of traits of varying degrees in people. Resilient people, whom psychologist Daryl Conner terms O-Type, perceive more opportunity than non-resilient people do. They approach life as meaningful, and as a guiding beacon through the challenges of change. Their optimistic view lets them see each new day as providing a new set of opportunities and choices; they view disruption as a necessary part of adjusting to the challenges of change.
In contrast to O-Type individuals, D-Types perceive danger; they are individuals who use defense mechanisms such as denial, distortion, and delusions to deflect change and are reactive. The opposite O-Type individuals are proactive, and understand when to ask for help.
Why is It Important?
When resilient people are confronted with ambiguity, anxiety, and a loss of control that accompanies change, they tend to grow stronger from the experiences, rather than allowing themselves to be depleted. Resilient people are more likely to make a quicker and more effective adaptation to change. They are winners, rather than losers, critically important in organisations. Resilient people are necessary to foster success during a change.
While no person is specifically O-Type or D-Type, people with O-Type characteristics tend to exhibit a high degree of resilience. This allows them to understand that the future contains constantly shifting variables, display willingness to explore paradoxes, and stay the course during periods of significant disruption.
Pdtraining delivers 1000’s of professional development courses each year in Wellington, Auckland, Napier, Christchurch, Hamilton, Dunedin and Tauranga, so you can be assured your training will be delivered by a qualified and experienced trainer.
All public Change Management Training courses include am/pm tea, lunch, printed courseware and a certificate of completion. Customised courses are available upon request so please contact pdtraining on 1300 121 400 to learn more.