Changing the mind set of PEQNHS' Faculty & Staff for a stress free SY 2013 - 2014

10. Change – Key Points
» Understanding Change
» Barriers and Enablers to Change
» Leading Change in Individuals
» Leading Change in Groups/teams/organisations

11. Change is to make different,
alter, modify
“Those who cannot change their minds
cannot change anything”
George Bernard Shaw

12. The Change List
» Re-think
» Re-view
» Re-invent
» Re-create
(Lee & King, 2001)

13. Questions
» What are examples of change in your life?
» How well do you handle the stress of change?
» What is your typical response to change?
» How does your response to change affect your ability
to lead?
» How might you help a person to respond positively to
change?

14. “And the day came when the
risk to remain tight in a bud
was more painful than the risk
it took to blossom.”
Anaïs Nin

15. Understanding Change
– Realities of Change
Change causes stress
This is true whether the change is planned, unexpected,
large, private etc
Change needs to be integrated
It is important to maintain your identity, values and
purposes throughout the process of change
Change is resisted
When leading change, resistance tells you which things
should be kept or modified
(Lee & King, 2001)

16. Understanding Change
– Why Resist Change
» Lack of trust
» Belief that change is unnecessary
» Belief that change is not feasible
» Threat to personal values
» Fear of personal failure
» Loss of status, power, money
Resistance to change is not merely ignorance or inflexibility,
it is a natural reaction by people who want to protect their
self-interests and sense of self-determination.
(Yukl, 2002)

17. Understanding Change
– Four Reactions to Imposed Change
» Denial – this isn’t happening
» Anger – who’s to blame
» Mourning – change is inevitable, sad at what’s lost
» Adaptation – accept and move on
(Yukl, 2002)

18. Understanding Change
– Four Responses to Change
The Overwhelmed
These individuals understand change but can’t let go of the old ways
The Entrenched
These individuals are able to change but have a hard time doing it
The Abusers
They appear comfortable with change but are really fooling everybody
The Learners
Learners respond positively to change as a learning opportunity
(Lee & King, 2001)

19. Leading Change
– The Right Mental Mode
From
Secrecy Openness
Conflict Dialogue
Individual Team
Results Process
To

20. Leading Change
– Communication when Leading
People through Change
» Communicate clearly – using the right message and medium
» Communicate early – as soon as the change is known
» Communicate often – in small chunks
» Communicate honestly – keep people informed

21. Leading Change
– Using Language to Improve Changes
From
There’s nothing I can do Let’s look at our alternatives
That’s just the way I am I can choose a different approach
He makes me so mad I control my own feelings
They won’t allow that I can create an effective presentation
I have to do that I will choose an appropriate response
I can’t I choose
I must I prefer
To
(Covey, 2004)

22. Leading Change in Organisations
Organisations require different skills of leaders:
» Leaders understand complex issues
» Leaders continuously rearrange routines and performance
standards
» Leaders discern customer needs
» Leaders are comfortable with change
More than ever leadership is about influence rather than ‘authority’.
Job descriptions have become less clear.
(Lee & King, 2001)

23. A final thought on change
“If you do what you
have always done,
you will get what you
have always got”

24. References
Lee, R.J., & King, S.N. (2001). Discovering the leader in you: A guide to realizing
your personal leadership potential. San Francisco, CA: Jossey-Bass.
Yukl, G. (2002). Leadership in organisations: Fifth Edition. Upper Saddle River,
New Jersey: Prentice-Hall.
Covey, S.R. (2004). The 7 Habits of Highly Effective People. New York, NY: Franklin
Covey Co.