HELPING OTHERS THROUGH CHANGE

Transcription

1 HELPING OTHERS THROUGH CHANGE AND BURNOUT PREVENTION

2 INTRODUCTION In life, we have to constantly adjust family changes, job changes, and changes everywhere. In general, people dislike change. It makes a blank of uncertainty between what is and what might be.

3 TYPES OF CHANGE IN THE WORKPLACE The four major types of change in the workplace are: 1. Structure 2. Tasks 3. Technology 4. People

4 TYPES OF CHANGE IN THE WORKPLACE 1. Structure: changes in structure is often severely resisted. Merger, acquisition, and right-sizing activities involves tremendous changes. 2. Tasks: changing the products and processes require changing the task. Usually based customer service, productivity improvement, and quality needs.

5 TYPES OF CHANGE IN THE WORKPLACE 3. Technology: innovations in this area have dramatically increased the rate of change. 4. People:change in any of the 3 above variables can result in changing relationshipschange in managers, employees, co-workers, and customers,, and change in knowledge, attitude and skills.

6 WHEN IS CHANGE ACCEPTABLE CHANGE is more acceptable: When the reasons for it are understood. When it does not threaten needs. When it follows previous successful changes. When planned rather than reactive. To people who will share the benefits of the change.

7 WHAT TO COMMUNICATE? 1. Why is the change necessary? 2. What are we changing to? 3. How and when do we intend to get there 4. What is the personal impact? (what's in it for me?)

8 1.WHY IS CHANGE NECESSARY? To survive in today's changing market To keep up with changing customer needs, such as build to order, immediate delivery To achieve our goal of leading the sector of low to mid-volume Increase efficiency and customer satisfaction and therefore profit

9 2.WHAT ARE WE CHANGING TO? Globally unified More efficient More profitable More customer focused

10 3.HOW DO WE INTEND TO GET THERE? Through Implementation of key strategies such as: Lean Manufacturing Inter Company Benchmarking

11 4.WHAT IS THE PERSONAL IMPACT? More successful company which can invest in its resources. Increased stock value and profit sharing Employer of choice, talented & challenging co-workers. More enjoyable work environment.

12 STAGES OF INDIVIDUAL CHANGE RESPONSE There are four typical stages of change Denial resistance Exploration Commitment

13 STAGES OF INDIVIDUAL CHANGE RESPONSE

14 STAGES OF INDIVIDUAL CHANGE RESPONSE all the four stages are normal and expected Be sure to plan for and manage all stages, especially Resistance. Question: What resistance to change have you encountered in the past?

15 STAGES OF INDIVIDUAL CHANGE RESPONSE By Definition, Individuals will move through the process at different speeds Your role is to effectively maximize the speed through the change process, reducing the time spent in Denial and Resistance

16 HELPING DURING THE DENIAL STAGE Provide frequent consistent messages Confront without threatening Demonstrate visible signs of change Clarify what is and what is not changing Address rumors and misinformation

17 HELPING DURING THE RESISTANCE STAGE Probe for underlying feelings/ concerns Acknowledge and legitimize feelings Clarify case for change( vision, plan) Listen Relate expectations and consequences for non compliance

18 HELPING DURING THE EXPLORATION STAGE Acknowledge efforts and the struggle Celebrate success Provide opportunities for visible advocacy Provide opportunities for participation and contribution

19 HELPING DURING THE COMMITMENT STAGE Provide guidance, support and recognition Provide frequent feedback on progress Enroll those here as advocates to assist others Be careful not to overload or burn out

20 WHAT TO EXPECT FROM CHANGE No matter how positive, promising or proactive the change is, expect a sense of loss No matter how competent and committed stakeholders are, expect a sense of confusion No matter how loyal employees are, expect some initial skepticism and an increase in me focus

21 DEFINITION OF STAKEHOLDERS Stakeholders: One who will be affected by the change and / or whose active support, commitment and behavioral change are required for successful implementation and sustained change

22 WHAT IS CHANGE COMMUNICATION Introduces, educates and informs target audiences, both internally and externally, about change efforts. Creates awareness, understanding and dialogue among stakeholders Establishes the message, channels and on-going feedback processes between management, employees, customers and suppliers

23 GOALS OF CHANGE COMMUNICATION Move people toward commitment Help people make informed choices Build trust through honesty and openness Demonstrate empathy Seek to understand Let s CHANGE

24 COMMUNICATION Ensures that both parties have the same understanding of a situation Reduces misunderstandings Provides a vehicle to build trust and demonstrate empathy

25 5 ERRORS COMMON TO ORGANIZATIONAL CHANGE Five errors common to organizational change: 1. Failing to create a sufficiently powerful guiding coalition (alliance) 2. Underestimating the power of vision 3. Under communicating the vision 4. Permitting obstacles to block the vision 5. Declaring victory too soon

26 EMPOWERING PEOPLE TO EFFECT CHANGE Empowering people to effect change: Communicate a clear compelling vision to employees Make structures compatible with the vision Provide the training needs to employees Confront supervisors who undercut needed change table 17-1

27 WHAT SHOULD A PERSON DO TO DEAL WITH CHANGE EFFECTIVELY Believe change is the right thing to do Have influence on the nature and process of change Respect the person who wants the change Expect that the change will result in personal gain Believe that this is the right time for change Otherwise, a person will suffer from a burnout.

28 AVOIDING BURNOUT Burnout: is what happens when a person experiences a Physical, Psychological and Spiritual fatigue, and become unable to cope, usually because of overwork or stress.

29 Physical fatigue lack of energy and low vitality Psychological fatigue depression and loss of sharpness in thinking and feeling Spiritual fatigue lack of interest and meaning in life, resulting in unhappiness and pessimism

30 AVOIDING BURNOUT Reasons: 1. when you experience long-term stress in your job. 2. when you have worked in a physically or emotionally draining role for a long time. 3. when your efforts at work have failed to produce the results that you expected.

31 BURNOUT VICTIMS Superpeople want to do everything themselves; have never let anyone down Workaholics driven to meet unreasonable demands Burned-out Samaritans always give to others; receiving little in return Mismatched people do their jobs well, but do not like them Overstressed students holding down full-time jobs and full course loads

32 FORMULA FOR THE BURNOUT PROCESS

33 THE LEADER S ROLE IN BURNOUT PREVENTION What do think is the The leader s role in burnout prevention??

34 THE LEADER S ROLE IN BURNOUT PREVENTION 1. Clarify the mission, goals, and values of the organization, and live these personally 2. Clearly communicate role expectations 3. Maintain a healthy work environment-meet physical, safety, and emotional health needs 4. Manage work processes so that individuals and groups are neither overloaded nor underloaded

35 THE LEADER S ROLE IN BURNOUT PREVENTION 5. Maintain an effective balance between continuity and change 6. Foster a spirit of belonging and teamwork throughout the organization 7. Allow people flexibility to work at the pace and manner that will endure personal satisfaction while maintaining productivity

36 8. Provide people an opportunity for ongoing involvement in decisions affecting them 9. Have career development policies and activities that help people achieve their full potential 10. Provide assistance in times of stress

37 JOB STRESS In 1996, almost 75 percent of workers reported experiencing great stress on a daily basis Of the stress Americans experience, 82 percent say that work is their biggest source of stress Thirty-five percent of American workers report their jobs negatively affect their physical or emotional well-being

38 JOB STRESS About half of all absenteeism is related to workplace stress, costing organizations billions of dollars per year Evidence shows that stressors at work have a causal effect on health and well-being

39 PROTECTING WELL-BEING OF WORKERS Well-designed jobs Evaluation systems to detect psychological disorders Education of workers and managers on the signs, causes, effects, and control of work-related psychological disorders Improved mental health service delivery for workers

40 WOMEN, WORK, AND STRESS Maintaining a home and raising children may result in overload or underload, depending on the person and the situation Holding down a job and raising a family at the same time can increase stress levels The pressure, conflict, and frustration can be enormous

41 WE ARE DONE, GOOD LUCK