LIVING DIFFERENTLY™ :: II :: CHANGE VS. CONTINUITY
Length: 14 hours
Change as a tool of continuity.
Change is a constant in the workplace. Change may occur for a number of reasons, including growth or reorganization, personnel turnover, modifications of new job descriptions and new technologies. Change also generates varying levels of stress among managers and employees. The level of stress they feel may be an indication of their ability to adapt to change.
This workshop provides participants with tools for responding positively to change and to remain in control throughout the crisis, transition and transformation phases. Corporate team building can be a good addition to this workshop.
Individual change management**
A number of models are available for understanding the transitioning of individuals through the phases of change management and strengthening organizational development initiative in both government and corporate sectors.
An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mindset". Defense mechanisms have to be bypassed. In the second stage the change occurs. This is typically a period of confusion and transition. We are aware that the old ways are being challenged but we do not have a clear picture to replace them with yet. The third and final stage he called "freezing" (often called "refreezing" by others). The new mindset is crystallizing and one's comfort level is returning to previous levels. Rosch (2002) argues that this often quoted three-stage version of Lewin’s approach is an oversimplification and that his theory was actually more complex and owed more to physics than behavioral science. Later theorists have however remained resolute in their interpretation of the force field model. This three-stage approach to change is also adopted by Hughes (1991) who makes reference to: "exit" (departing from an existing state), "transit" (crossing unknown territory), and "entry" (attaining a new equilibrium). Tannenbaum & Hanna (1985) suggest a change process where movement is from "homeostasis and holding on", through "dying and letting go" to "rebirth and moving on". Although elaborating the process to five stages, Judson (1991) still proposes a linear, staged model of implementing a change:
(a) analyzing and planning the change;
(b) communicating the change;
(c) gaining acceptance of new behaviors;
(d) changing from the status quo to a desired state, and
(e) consolidating and institutionalizing the new states.