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Resistance & Engagement
People don't buy what you do they buy why you do it.
Announce what's coming,
provide a sneak peak at software features,
provide expert, on-the-job training
and ongoing user support post-training.
Lewin's Model of Change
Thank you for joining us
for this presentation.
"The purpose of learning is growth,
and our minds, unlike our bodies,
can continue growing
as long as we live."
- Mortimer Adler
Kotter's Eight Steps:
Step 1: Establishing a Sense of Urgency
Step 2: Creating the Guiding Coalition
Step 3: Developing a Change Vision
Step 4: Communicating the Vision for Buy-In
Step 5: Empowering Broad-based Action
Step 6: Generating Short-term Wins
Step 7: Never Letting Up
Step 8: Incorporating Changes into the Culture
Leadership, Innovation and Growth (LIG)
Intact teams complete course.
Lectures are delivered by world-class thought leaders.
Breakout sessions constitute bulk of curriculum.
Reports on key learnings are required from all teams.
Personal commitments to CEO (Dean, in this case) are required from all teams.
Academic director directs content and programs.
The six key design elements of the LIG curriculum are:
Training Program Implementation
: Immediately, this training should be completed prior to software change implementation
: All management and supervisors
: 2 days
Are You in Balance?
The Work-Life Balance Quiz
French and Raven's 5 Bases of Power
The Bases of Power
Trickle Down Vision
Comply or Goodbye
Clout but Pout
The Organizational Plan
Develop and Share a Vision Across the Organization
Use Power to Aid and Guide the Coalition
Ensure Cross-Functional Representation
Communicate Across All Levels at All Times
Develop and implement a comprehensive communication plan,
incorporating both the
Programmatic and Participatory Change Communication Models.
In order to be leaders of change
it is recommended, at the outset, that Morphy establish an overarching committee to determine our purpose, cause or belief,
in other words our "why".
Resistance & Engagement:
" resistance, address employee concerns.
To facilitate "
", involve employees in the design.
Engaging cooperation at all levels helps "
" for greater success.
Programmatic Change Communication Activities
general information meetings
Participatory Change Communication Activities
open forums (formal or smaller informal with feedback)
opinion, morale, attitude surveys
Research clearly indicates and supports the idea that face-to-face communication (with input/feedback mechanisms) is the cornerstone to "sustained" change.
Programmatic and Participatory Change Communication models - combined - support organizational change.
Discover what employees do best,
what is working well & what should continue. Consult, listen & learn.
Celebrate the positive...and
build on it
with the help of engaged employees.
Step Two: Dream
Envision what might be; engage employees in sharing images of a preferred future.
Find innovative ways
to create the future envisioned.
Breakthrough propositions can be
generated by engaged employees.
Step Three: Design
Step Four: Destiny
Engage employees in sustaining the change through regular consultation and collaborative evaluation. Address problems as they arise and celebrate successes along the way.
"Face-to-Face" communication (with two-way discussion opportunities) during any organizational change is the cornerstone to "sustained" change.
1. Branch Meeting/Open Forum
2. Promotional video (advanced organizer) on the
new Learning Management System
3. Rolling out of the Training Program
4. During Training: Feedback/Opinion Survey
mechanisms; College E-Board messages; Update
E- mails; Small Group sessions – Faculty, Students,
Administration, Leadership; Brown Bag Lunches
5. Post-Training Feedback & Open Discussions
From the ADED 4F34 Class...
Develop and implement a Leadership Training Program
for all Managers and Supervisors.
Resistance & Engagement:
to gauge resistance and
invite engagement envisioning
"what could be" improved
through implemented change.
The most well-thought out plans are doomed to fail
if the structures of power are not addressed.
Develop a shared vision of what needs to be accomplished. Evaluate how power is influencing the change management plan. Ensure all voices are participating in design and delivery.
An effective and well-trained
will be essential to ensuring
the successful implementation
of this new LMS.
Employees journey more confidently towards change if they can bring the best parts of the past with them.
Step One: Discovery
We want to hear
The sky is the limit...
So much to celebrate...
WE DID IT!
The Pay-Offs of Engagement:
Organizations need to capture the hearts
minds of employees!
LET'S DO THIS!
Lifelong learning is all about the journey. We wish you success as you navigate the roads of change!
We would also like to offer heart-felt thanks to our teacher, mentor and lifelong learning inspiration, Patsy Marshall.
Pie for those
An effective training strategy
balances the needs
of the organization
and the individual.
No one Listen?"
Cooperrider & Srivastava's