5/4/2018 CHANGE IN THE WORKPLACE MANAGING CHANGE IN THE WORKPLACE

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1 MANAGING CHANGE IN THE WORKPLACE Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP 2018 Bethesda Healthcare, Inc. All rights reserved. Copying or reproducing this document is strictly prohibited." TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare System. We provide: Assessment Referral Counseling Crisis Intervention Work/life services Management Consultation Workplace Training 2 CHANGE IN THE WORKPLACE It is often sudden and unexpected. Is external and non-personal. It is mostly outside of our control, but has a strong influence over our lives. It alters the workplace s formal and informal organizations. It often entails the discomfort of learning new skills. How difficult it is often depends on job positions. It entails its own unique set of losses. 1

2 WHAT WE KNOW ABOUT CHANGE Sometimes occurs rapidly and unexpectedly It won t stop it will only go faster It won t be trouble-free, no matter how well it s planned Small changes can be handled in short time periods; it takes time to accept larger, more complex changes Each individual responds and adjusts to change at a different rate WHAT FACTORS MAKE CHANGE MORE DIFFICULT TO HANDLE? Rapid changes Multiple changes in a short period of time The nature of the change Lack of regular communication Lack of control over much of the change The level of loss Few coping skills 2

3 WHAT FACTORS MAKE CHANGE EASIER TO HANDLE? Advance notice Time to adjust in between changes Regular & timely communications Feelings of control Feeling competent and capable A positive attitude A strong set of coping skills THE JOURNEY OF CHANGE SOME FORWARD MOVEMENT AND STUMBLING SOME SUCCESS THE CHANGE BECOMES PART OF LIFE CATALYST STARTS CHANGE MOMENTUM BEGINS DIP IN IMPLEMENTATION RENEWED MOMENTUM CHANGE IS IMMIMENT 3

4 8 STRATEGIES FOR MANAGING CHANGE Create a powerful vision Cope with Your Own Feelings Role model desired behaviors Communicate the change well Create company ownership of the change Addressing any resistance Meet the employee s needs CREATING A VISION Setting a picture of the future is the largest proportion of the supervisor s impact It sets the goal that everyone is working towards and gives them a shared understanding about the company A vision tells compelling story about the organization, its mission and why it s such a great place to work Tells the employees how the vision relates to them, what their responsibilities will be, and the progress the company is making on making the vision a reality MAN S MIND, ONCE STRETCHED BY A NEW IDEA, NEVER REGAINS ITS ORIGINAL DIMENSIONS. --- Oliver Wendell Holmes 4

5 COPING WITH YOUR OWN REACTIONS Expect to have an emotional reaction to change Accept that it s normal to feel the way you feel Ventilate your feelings in a healthy way to your supports Give yourself time to grieve Distinguish between current losses and old wounds Take care of yourself emotionally SELF-EXAMINATION How is this change going to affect me professionally and personally? What am I telling myself about this change? How am I helping myself cope with the change? What am I doing that is making the change harder for me to handle? ROLE MODELING FOR CHANGE The supervisor needs to be an example of healthy adaptation to change Traits helpful to change are patience, a willingness to learn new things, optimism, and resilience To obtain these traits, a supervisor needs to cope with their own feelings about the change 5

6 ADOPTING A POSITIVE OUTLOOK Trying to see the situation in proportion and in perspective Learning not to take the change personally Trying to find the positives in the change Visualizing what you want rather than what you fear Being patient with the transitional period Approaching the change with a healthy sense of humor WORKPLACE CHANGE CAN BE Scary Negative A Gain Unpredictable An Improvement Stressful A Loss An Opportunity Angering A Chance to Grow Disorganized Exciting Positive COMMUNICATING THE CHANGE Review the impending changes, determining who is going to be affected Publicize the news as soon as possible Determine how much information should be disseminated, with an emphasis on communicating as much as possible 6

7 CREATING COMPANY OWNERSHIP Involve staff in the planning process as much as possible Explain the reasons for change, giving the big picture Use informal dialogue to continue answering questions Understand that resistance is a natural part of change Encourage expression of worries and fears Listen for difficulties staff is having with change and respond to it. ADDRESSING RESISTANCE Understand that resistance is a natural part of the workplace change process Listen without defensiveness, hearing the entire story, and how it has affected the employee. Answer the question: what does the employee need? Ask questions to clarify misunderstandings Show appreciation, and indicate what will be done Follow-up with action, addressing complaints quickly. workplace PEOPLE DON T RESIST CHANGE; THEY RESIST BEING CHANGED 7

8 MEETING EMPLOYEE NEEDS 1. Getting the materials an equipment they need 2. Obtaining recognition and development 3. Feeling connected as an integral part of the team, are part of the company s mission 4. Feel they have an opportunity to develop, learn and grow THE MORE RESILIENT WE BECOME, THE MORE PREPARED WE ARE TO THRIVE IN AN EVER- CHANGING WORLD 8