+ Capacity for Health. Presents

Transcription

1 + Capacity for Health 1 Presents Managing in Times of Change and Transition Part II Team Management Presenter: Doris Ferrer Roach, J.D. Executive Coach and Management Consultant

2 + 3 levels of change management 2 Self Team Agency

3 + Learning Objectives and agenda 3 The impact of organizational change at the team level The difference between change and transition The Bridges transition model and the change curve Strategies for overcoming team resistance Structuring communications to facilitate change The role and importance of emotional intelligence in managing teams through change and transition Identifying strategies successful team management

4 + Level 2: Team Management 4 Team

5 + Polling Question 5 Are you currently managing a team through an organizational change? Yes No Maybe Ongoing

6 + Two sides of change 6 Human Technical

7 + Polling Question 7 How are you as the manager managing the change? Good to thriving Up and down Not so great Unsure

8 + The human side begins with you 8 What has this time been like for me? What have I done in the past that worked well when managing staff? What has been most challenging for me as a manager? What welcome or unwelcome surprises have I seen?

9 + Change vs. Transition 9 External Outcome oriented More rapid Internal Psychological process Letting go of the past Takes time

10 + The psychology of change 10

11 + Bridges Transition Model 11 William Bridges

12 + Polling Question 12 What phase of transition are you managing? Ending The neutral zone New beginning

13 + Endings 13

14 Personal and work performance + The change curve Endings New Beginnings 14 Denial Shock Anger Frustration/stress Ambivalence Neutral Zone Enthusiasm Hope Impatience Acceptance Skepticism Time

15 + Polling Question 15 How is your team coping with the change? Good to thriving Up and down Not so great Unsure Not affected

16 + Responding to the emotional reactions of employees 16 Ask for questions and concerns Ask for feelings and opinions Resist becoming defensive Be visible and involved Provide information Be patient

17 + Resistance is part of the process 17

18 + Managing the difficult employee 18 Focus on performance vs. personality Err on side of too much communication Ask for and listen carefully to feedback Hold the employee accountable Document conversations

19 + Managing your resistance 19 Be convinced of that the change is needed Understand change through the lens of your employees Establish effective ways to share information

20 + The Neutral Zone 20

21 + From Avoidance to Acceptance Why? How will this affect me? We do not do it this way. When will this be over? What new opportunities will this provide? What problems will this solve? What would it look like? What can I do to help? 21

22 + New Beginning 22

23 + Some things to think about Do I accept the fact that people are going to be ambivalent toward the beginning I am trying to bring about? 23 Have I taken care of the ending(s) and the Neutral Zone, or am I trying to make anew beginning happen before it possibly can? Have I clarified and communicated the purpose of the change? Have I drawn a picture of the change s outcome and found ways to communicate it effectively?

24 + The importance of team EQ 24 The group IQ the sum total of every person s best talents contributed at full force depends on the group s emotional intelligence, as shown in its harmony.

25 + Emotionally Intelligent Teams 25 Trust among members A sense of group identity A sense of group efficacy

26 + Team EQ elements 26 Team Identity Motivation Emotional Awareness Communication Stress Tolerance Conflict Resolution Positive Mood

27 + Team Identity 27

28 + Team motivation 28

29 + Emotional awareness 29

30 + Stress tolerance 30

31 + Conflict resolution 31

32 + Positive mood 32

33 + Questions? 33

34 + Strategies for building team EQ 34 Establish team norms Keep the team and team meetings on track Seek group input Facilitate shared understanding Good listening skills

35 + Responsibility for managing change is with management 35

36 + What we covered today 36 The impact of organizational change at the team level The difference between change and transition The Bridges transition model and the change curve Strategies for overcoming team resistance Structuring communications to facilitate change The role and importance of emotional intelligence in managing teams through change and transition Identifying strategies successful team management

37 + Resources for your tool kit Managing Transitions: Making the Most of Change 3d edition, William Bridges Managing Business Change for Dummies, Beth L. Evard and Craig A. Gipple 37 On Death and Dying, Elisabeth Kubler-Ross Working with Emotional Intelligence, Daniel Goleman Consortium for Research on Emotional Intelligence in Organizations

38 + Organizational Change Management 38 Change models Agency Workplace Assessment Leading with emotional intelligence Succession Planning

39 + Thank you for attending! 39 For follow questions or additional information, please contact: Doris Roach at