Change Management: How to Thrive at Work | Debra Williams | Skillshare

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Change Management: How to Thrive at Work

teacher avatar Debra Williams, Facilitator of New Thinking!

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

10 Lessons (40m)
    • 1. Introduction

    • 2. Class Project

    • 3. The Nature of Change

    • 4. Phases of Change

    • 5. Journal: Change Analysis

    • 6. Predictable Reactions

    • 7. Underlying Needs

    • 8. Plan for Action

    • 9. Activate What You've Learned

    • 10. Final Thoughts

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About This Class

Change is constant in both the professional and personal arenas; it is to our benefit to learn how to adapt to change as it occurs, and in its aftermath, so that we may contribute positively to the change effort and demonstrate our value to the organization.

This class is for anyone who is facing change.  Whether the change is something you initiated or one that was thrust upon you, the tools provided in this workshop will help you navigate change effectively and identify obstacles to moving forward.

Meet Your Teacher

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Debra Williams

Facilitator of New Thinking!


Helping people un-jumble their thinking for 15+ years!  Bringing forth the A-Ha Moment is what gives me joy.

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1. Introduction: I'm Deborah Williams. I'm the owner of Collective Energy Consulting, and I help people communicate, collaborate and innovate, And no innovation happens without change. So helping people manage to change is an essential part of how I help my clients. Prior to opening collective energy, I was an HR leader within companies such as Kraft Foods, M C, I Telecom, Bear Pharmaceutical and Pepperidge Farm. And I help people adjust to changes is buried as labor contract negotiations. Changes in performance evaluation systems, mergers and acquisitions been merged and acquired, and also a site closure that lasted three years. At the end of which my own position was eliminated. Each event sharpened my awareness of what individuals need when faced with disruptive change. Now is the owner of collective energy. I teach individuals, teams and organizations how to navigate change. I've designed and delivered programs for companies such as Fidelity Investments, Cablevision, Avon and Ekiti. But no matter, the industry managing change remains a challenge, and it all starts at the individual left because we all are affected by change. Our agenda today will cover the fundamentals of managing change as individuals. I teach courses for leaders that are helping teams adapt to change, but today will focus upon you and your own ability to manage through transitions. I will explain why change is so difficult, why we all struggle to some degree when faced with change. Then we'll explore the predictable, typical reactions to change and how to move toward change acceptance. Clearly, adapting to change is not a light switch situation where one day you're unaware of the change and the next you've accepted it and are moving forward. So your class project will involve the creation of an action plan to help you navigate the change that you're currently facing and identify ways to thrive within its. 2. Class Project: today, he will be focused upon your own unique situation. Your class project will be a journal exercise that guides you through an analysis of your reaction to change. You'll identify proactive steps you can take to increase your comfort level with it and make the transition successfully. I have created a template that you'll find under the projects and resource is link, but you're welcome to use any journal that you like. You will want to print out the temp of those so that you can have the thinking prompts available as you work in your journal as classmates, each of you can support one another in your efforts to manage change effectively. You will benefit from reviewing one another's action plans, building upon ideas and sharing suggestions to ensure a successful and less stressful transition. So let's jump right in. Please take a moment to begin jotting down some recent changes that you have faced or currently facing. Write down as many as you can recall on page two of your journal. You can categorize each of the changes in terms of whether or not they were planned or unplanned. Welcome or unwelcome. Once you brainstorm your list please choose one as the focus for the rest of this class. You might want to choose one that is more challenging, perhaps one of the unplanned or unwelcome changes that you're facing. It should also be one that you're willing to share with others. We have the project gallery. Once you've selected one change, that will be your focus. Please take a few minutes to describe it fully on Page three. The goal is to describe it in enough detail that a neighbor or friend could understand it. And we tell it, if it's a change in your professional life, it should also include upstream and downstream changes as well. That is to say, in terms of your organization's workflow, what other departments processes and people will be affected by the change. If it's the change in your personal life, consider what other people in areas of your life might be impacted by the change. Once you have completed the full description, please move on to the next segment, where I'll describe the nature of change. Having a deeper understanding of the psychological impact of change can enable us to work through it. What calmly and productively 3. The Nature of Change: it is completely normal to have strong emotions about change, particularly when it's unexpected and comes as a complete shock to your way of operating. The disruption could be huge, such as bringing home a newborn baby. Or it could be a small thing like being in line at the grocery store and finding out that the register is closed after you've already unloaded your cart onto the conveyor. What's interesting is that we work through the same set of emotions. Regardless, the difference in those two situations is how quickly were able toe work through them. Change can be an emotional roller coaster when it hits its fueled by fear, which leads to frustration, confusion and then anger because we just don't understand what's happening. And we want to quickly return to normalcy where things are calm and easy. But we cannot, and so we've been to start to try to bargain our way out of it if we can. So anyway, we can return to the old way of doing things. Once we realized that that's not necessarily an option, we become anxious as we work really hard to adapt. And there might be some impatience with wanting to get finally to the new normal and get past all this awkward in between, these emotions can be heavily influenced by whether or not we were the ones to initiate change. Buying a new home, for example, well is a choice that we initiate ourselves but can still include all of these emotions and lots of stress. But for many of us, it's more manageable than a change that we did not see coming, such as being transferred to a different department at work simply because we've had more say in the matter. Even when changes out of our control, emotional reactions aren't always negative. There are times when we are curious and excited about the change ahead. Then people who are resilient are more likely to experience some of these more positive emotions, ones that are based in curiosity and creativity. They begin toe, consider the positives of the situation, start testing out new approaches and eventually gained some positive momentum and end up excited about the change. Personal resilience can come from a few different places. It could be your nature. Just some people are more able to roll with the punches than others or past experience may have proven to you that you're capable of navigating difficult change situations or you know how to identify reasons for your own resistance and develop strategies to address and overcome them. This is the focus of our workshop today, growing in your emotional intelligence and understanding of change management concepts. In this way, you can smooth out the curve or at least understand the turbulence that you're experiencing . So this way you won't stall your own efforts to contribute positively to the change. UN remained valued by your organization. So why has changed such a challenge? It's all about survival instinct. There is a section of the brain called the amygdala that goes into overdrive when it's faced with something new. It treats anything new and unexpected as a threat, which triggers the fight or flight response. And even when we are literally running for our lives, as we would have back in the days of the cave people, we still have these internal protections in that show up as resistance to the chain. A big reason why change triggers emotion is that it represents loss. In order to change. We must give something up. A leading expert on managing transitions named William Bridges calls this the endless stage . This stage is about mourning, the loss of things that we're comfortable and familiar, which is really difficult. It's like your favorite pair of well worn shoes. They may not be the most fashionable, but they feel good on your feet, and they've taken you through many, many miles. During this phase, you're letting go of the old, acknowledging your emotions in coming to terms with the new reality the endings faces, then followed by what's called the neutral zone. This is that place where we are no longer in the old situation and not yet established in the new situation. It is the place of transition no one loves. This is all. It is uncomfortable. It's where we experienced confusion and chaos and are likely to question our capability. And it. The third phase is called new beginnings. This is where things become more promising. We test things out, experiment and begin to integrate new experiences with our old ways of doing things and start to embrace new goals. We start to find some traction here. As we experienced some success in the new situation, anxiety diminishes, and we become more and eats when we accept the change to the degree that it now feels normal and part of our routine. 4. Phases of Change: Let's return to the situation I mentioned earlier the time when I was human Resource is manager, and a decision was made to shut down our operation. It was truly a shock to all employees. As the site had been successfully operating and expanding for more than 40 years, Multiple generations of family members worked in this plant for the entire length of their careers. So not only was it disruptive to each individual, it was devastating to entire families as well as the local community. Nevertheless, the decision was made as a result of a product being withdrawn from the market. Clearly, the loss of a steady paycheck was the first fear that was prompted by the site. Closure, followed closely by losing a job I knew how to do and the ability to work with trusted friends and colleagues as they left the organization. I had recently hired a great team, and we were just hitting our stride. I now face the risk that my newest hire would leave the organization right when I needed him. The most trust within the employment relationship, of course, disappeared for all of us, and for many employees, the reaction was to do the bare minimum in order to maintain their eligibility for severance. The feeling of being valued by the organization was lost. Soon after the announcement, we learned that the closure of manufacturing would be a phased approach over a three year period. This, of course, had its pros and cons, the pro being that for those of us who were needed until the very end, we had more time to plan our next career. Me. The Khan, of course, was that we were in the neutral zone for an extremely long period of time. What was that like? Well, once we recovered from the initial shock, my team and I began to understand the importance of our roles within the face shut down. We were able to grab onto the critical aspects of our roles, which had a stabilizing effect for us. We could focus on the needs of our clients, but clearly we were still in the uncomfortable neutral zone. We simultaneously worked on maintaining the engagement of employees because we still had to manufacture lifesaving medication and keep critical roles filled and functional, while at the same time performing out placement and job sourcing. For those who were leaving the organization all this while knowing that our jobs would be eliminated in the end. Throughout the transition, we were trying to assess whether there would ultimately be a role for us inside the organization or whether we should just hurry up and look for a new job on the outside. As the site closure progressed, there were some bright moments. We were able to help hundreds of people find new jobs before their severance ran out. We worked creatively to enable people to stay employed and reach key milestones to ensure that they would remain eligible for their health care benefits and their pensions. Some employees even gave us small gifts as a thank you for helping them through the transition. Imagine getting a thank you gift as you're handing an employee a severance package. We were proud of the way in which we treated people and the creativity that we used to help keep the operation running even while people knew their jobs were being eliminated. As the site closure came to an end, my team and I were offered positions inside the organization. I was extremely proud that we were all retained and I believe it had everything to do with the way we demonstrated resilience and provided valuable service to be employees within manufacturing. And for me, the job I was offered wasn't just any old job. It was a role that I had always wanted within the organizational development function. Much of the work I performed during this massive transition demonstrated to my manager that I would be a good fit in an organizational development, manageable. I had to apply for it and compete against three other people. But in the end, I got the job. Gaining experience as the manager of organizational development was an important career move that ultimately enabled me to become a consultant, which I consider to be one of the best career decisions I've made. It provided a new beginning that has allowed me to choose my projects and create work life balance for myself and my family. In a moment, you're going to return to your class project and think through your own situation through the lens of endings, neutral zone and new beginnings 5. Journal: Change Analysis: Now it's time to turn to pages 45 and six in your journal and think through your own situation, using the lens of endings, neutral zone and new beginnings as you begin this part of your journal project here, some questions to help you identify and categorise the different phases of your experience into these three zones. So, with endings, of course, you're thinking about what you've got to give up in order to make a change. But you also want to take some time at this point to acknowledge any emotions that come up because of that loss. Next to think about the neutral zone, and in particular, is there anything you're still unclear about With regard to the change, this is a great place to capture any remaining questions that you have when things that you're going to need to investigate as part of your action plan have you noticed while you're in this neutral zone. Any attempts to negotiate your way out of the change altogether, allowing your fight or flight instinct to take over its so journal about those moments and try to uncover the reasons behind that which to abandon the change, then journal about what might be beneficial about this change. Consider what might make it more acceptable to you than it is in its current state. Maybe there's ways you can a just modify and negotiate that element of the change rather than trying to negotiate your way out of it completely. It's also important in the neutral zone toe. Identify the things that are not changing as you work through the transition, and if you're not sure, it's a great question to capture. And again it will inform your action planning as we move through the class, knowing what will stay the same will really help you navigate the change because it provides a level of comfort in the things that you can count on when you get to the new beginning stage, and you may not be there yet, but if you are in the new beginning stage, focus your journal on analyzing new possibilities that exist because of the change. Think about how you overcame any anxiety that you may have had in your effort to reach this stage and make note of what worked well for you. Your journal could become a reference guide for many changes in the future. And so taking time to reflect and think through what's working well for you in the midst of change is always a worthwhile effort. Don't be disturbed if you find yourself returning to the neutral zone. It happens all the time because even as we're reaching new beginnings, circumstances can still change. Information can change. Don't be disturbed if that happens. It's not a linear progression by any stretch. Just returned to the questions for Neutral Zone and returned to the concept We're going to continue to discuss throughout the rest of this class as to how best to navigate that uncomfortable neutral place. When we return, we'll consider the predictable reactions to change and the needs that underlie those reactions. 6. Predictable Reactions: change can be described as riding the rapids. It's a lot of turbulence and unpredictability. I love the shot of people riding the rapids because you can see a variety of reactions all within the same. Some people have their eyes shut site and are just clinging on for dear life. Someone else is furiously working to steer the raft and keep everyone safe. Some are just along for the ride, and then you have the man of the far right was actually blowing a kiss at the camera. Clearly, he's not worried about what may come next. Some of us might never sign up for white water rafting and avoid the rapids completely. We all have our own personal level of risk tolerance. But sometimes change is for us to pause. And when that sudden change occurs, it can feel as if we've been tossed into the rapids. Change occurs in all areas of life, and our reactions can be as varied as the ones in this photo. But they are predictable. In my work. Teaching people have a navigate change. I've discovered many models that describe how people react and respond. I decided to simplify things for my clients and create my own description off four different players in the midst of change. First up is the one who initiates change the aims of the folks who are dissatisfied with the current state have a vision for what could be and do their best to get others to buy into the new idea. Next. They're implemented quickly, adapt to the new direction and are eager to make it happen. They are great at generating early winds and leading the way in terms of making the idea our reality. Then you've got folks who want to ignore the change. They dislike disruption. They've seen ideas come and go, and they would rather just keep on keeping on the way things always have. They are inclined to just wait it out and let it pass last. There are those who are so opposed to the change that they actively try to interfere with. This could show up in ways such as constantly pointing out when things are not working or highlighting why the old way was better or it could be more damaging. Where this player actively sabotage is the change. Our test is to recognize where we are along this path. The goal is to find a way to move in a positive direction by identifying and obtaining what we need in order to do so. There is a continuum of acceptance of a change, and what I'd like to do is take you through an exercise where you identify from yourself where you might stand in light of various proposals I'm going to put forward and you'll consider yourselves initiators, implementer Z, those who ignore or those who interfere as we go through these examples. So there will be nine different scenarios that I put up here on the screen, and all I'd like you to do is turn to your journal wary CVS circles represented and just simply jot down a number one through nine as each proposal comes up and put places on the continuum where you would be if that idea proposal or guidelines were adopted. So first up buying were using the latest technology. Whether it's phone, computer, television doesn't matter. Are you the kind of person who is all about getting the latest and greatest or you find every way possible to ignore system updates on your phone you don't like when they change with buttons are number to owning a self driving car. That's something that appeals to you, where you'd be the 1st 1 to adopt it, or is it something you would never trust? Number three. If there were a new policy where if you didn't recycle, you would have to pay an additional $200 a month in taxes? Where would you stand on that new policy? Number four Budget cuts, Whether it's personal or at work, how do you tend to react to them? Number five. How about a 12 month school now on No summers off. Kids go to school. Year round Number six is a job change of any kind. You find a new job to be exciting and refreshing or disruptive and uncomfortable starting a diet that one speaks for itself. Eight redecorating or home improvement projects last but not least, adopting a new picked. There's always a wide variety of reactions to each of these proposals. When I do it with live groups and a lot of things can filter into people's minds when I put each of those ideas up, they're prior experience with those would certainly influence whether they were on the left of the right side of the continuum. A lot of people would shift their position if the idea were tweaked slightly in the way that they would like and many, many times, pretty much 100% of the time. There's a need for more information. Clearly, I've only given you a top line idea of what we're even talking about without fail. Every time I'm in front of a group, someone before moving to one side or the other wants more information once more clarity, and that's informative for us. As we navigate change, it's important to know that people crave information in the midst of change, and the information they receive is a huge determinant of whether they will ultimately stand in favor or against the change. A huge component of change resistance is that lack of clarity. So for this reason, in your journals, you will be prompted to identify what you still need to know about your changed situation. Take a moment and decide where you stand on the change that you are facing In the next segment, we will explore the underlying needs that affect our motivation to accept a given change and move forward with it productively. 7. Underlying Needs: Now I'll spend some time exploring what people need when faced with change. This slide is delivered in its messiness because sometimes it's difficult to articulate what we need in the midst of change in the workplace. It could be even more difficult to express, because maybe we don't want to appear insecure or seeing all the negative or demanding. But those who proactively identify and address their obstacles to moving forward will demonstrate their value much sooner than those who spend their energy worrying and waiting for their unmet needs to be addressed. Humor is definitely helpful. When times were turbulent, it helps ensure that we breathe more deeply. For one thing, it also connects people who are sharing the joke. That could be a great source of comfort in the midst of change. But of course it's not really all. There are some fundamental needs that we have as human beings. And a famous psychologist named Abraham Maslow created a motivational theory model in the shape of impairment to describe them. He chose this form in order to emphasize the point that satisfying the fundamental needs is foundational. We cannot pursue higher level needs unless our primal ones are at first, but the base of the pyramid are physiological needs air, water, food and shelter. Of course, at work, it might translate into having proper air circulation relief from extreme heat and cold, having breaks for food and water. And then at Level two. It's more about the safety, which is super close to the first level, making sure that the place in which we work is free from danger, that we have the right personal protective equipment and job security. Now, when I say job security, I don't mean a guarantee of lifetime employment. Very few employers can offer that. I'm talking about seeing a future for yourself within the organization, though perhaps not in the exact same role that you occupy today. Pushing that idea a little bit further, we could talk about the idea of security through learning and growth. This means the opportunity to develop your skills so that if the business does face of downturn and you need to seek employment elsewhere, you have the experience and transferrable skills that will enable you to find financial security in a new setting. Moving up to level three once the base of the pyramid is satisfied. We can progress to the need for belonging, sense of connection with the organization, our colleagues manager. This is what moments of humor could provide that automatic connection where we feel understood by teammates. And if you can find one person that you trust implicitly one team that you feel part of, then the next level is accessible during times of organisational change. Level three is addressed when you have a role to play specific to helping the change move forward. This is essential for maintaining your engagement and preventing a backward slide toward the neutral zone and the low end of that acceptance continuum, where you might be more inclined to ignore the change or interfere with it. When Level four has been addressed, you're entering into the new beginnings fades. Where do you feel respect it for what you can bring to the effort and recognized for your contribution during change efforts. A great way to satisfy this need is to celebrate the early winds and communicate them to the organization so that you recognized as a change champion. The essential point is that in times of change, it is important to consider these needs as the undercurrent of our ability to adapt to change, whether or not these needs are met has a direct impact upon our motivation to accept and productively contribute to the change effort. We've already discussed how an unexpected change can create the fight or flight response within us, but not all resistance is so easily observed. So the outside signs are evident in the things that we say and do while inwards lines, or what we think feel me observing signs within ourselves can help us figure out what we need to do in order to find a way forward. Let's look at these signs player by player in terms of that change acceptance. So we talked about the initiator. Outwardly, someone who initiate change would describe changes energized, essential, even revitalizing. They're the type to scan for the latest and greatest trends, and they will express impatience with status quo in terms of questions, they tend to ask. It's all about what its possibilities dreaming up the next big thing inwardly, someone who initiates change is thinking evolve or die. We have to keep going with the next best thing in the next iteration or will become irrelevant. Their needs are about stimulation and creativity, and it feeds their need to survive. They want to maintain their position to someone who brings forward the cool, new idea, and so they need freedom to imagine possibilities and support for their new approach. But they also need reality checks for feasibility. In terms of the implementer. Their outward signs would indicate changes that it's a call to action. It's cyclical, so they're prepared for the next generation. When it comes. It's not disturbing to them. They actually find it refreshing. They tend to take direction and run with it. They're energized by the activity, and they're good about getting others involved. We want to get things done. The question they tend to ask is, How can we? It's all about, can do attitude and worldly. Someone who implements change might be thinking. Doing something beats doing nothing like they get energized by that activity. So they are driven by feelings of accomplishment, and they revel in being appreciated and recognized for what they contribute. They just need clear direction, role definition and again, that recognition is everything. Someone who ignores changed sees change as disruptive and a passing fad and somewhat painful because they find like they have gone through it before, over and over. And maybe after a big, painful transition returned right back to the original approach. So they wish it would just go away, and they're willing to wait for it. The outward signs that someone is off this mindset, sticking with what has always worked before, requesting proof of the merits of the new approach to a large degree, just repeatedly saying, Show me the proof that this approach is going to work before I invest my time and energy in helping to make it come to be the question they tend to ask, Why should they just They want the proof before they invest inwardly, someone who ignores change might think to themselves. This too shall pass. They will feel whiplashed by change efforts and somewhat betrayed. They feel like past experience has proven them to be correct, that it wasn't worth the turbulence and the disruption to change things because it either didn't work or someone else came in and reverse it back to the original state to enable them to move along with the change. What they need most is to have any incremental progress that is positive needs to be highlighted to them and shared with them and explain to them in the context of why the change was necessary. It is super beneficial to give them a role to play, even if it's a small piece of the puzzle. Doesn't matter what Once they start to see a connection between progress being made and the initial reason for the change, they're more inclined to come along fit when it comes to someone who is more inclined to interfere with the change. Outwardly, you won't hear them asking a lot of questions about the change because they're not spending time on it. They don't care. They just want to run. And they're trying to take others with them. They describe change as threatening and destructive and scared. Inwardly, though, they're afraid. And it's because in the past, a change situation created trauma for that. Either they lost their financial security or worse so underneath there reaction is this past experience that's feeding that's here. What they need most is for their concerns to be hurt, to be actively addressed and to give them the rationale for the change seven times because in the midst of change. People don't take in the information or the messaging until they've heard it seven times. That sounds like a lot, but the bottom line is if you're in charge of a change and you're introducing it, if you think you've repeated yourself too many times, probably say it one more time because when people are frightened, they're only taking in part of the information each time share and ideally, you're able to bring them along and work in terms of positive consequences. But there are some people who are completely obstructionist and eventually need to leave the organization because they're just never gonna come along and they're hurting your efforts. So now I'd like you to take a moment and return to your journal and think through which reactor is most descriptive off you in light of the change that you're facing and then go to Pages seven and eight of your journal and take some time to consider what you need. In order to move forward with the change, the needs that you identify will form a part of your plan for action in our next class. Second 8. Plan for Action : we have reached the key part of your class project the Change Management Action Plan. Your plan will include a description of the change and why it's necessary. This articulation will help when you share your action plan with others and will also keep you grounded. And why the effort is worth what you want to establish clear goals that are time bound as you would with an eagle. But we can write them in a specific way that enhances your ability to get it done. Breaking down the actionable steps for ourselves is essential in ensuring our success and giving us the small winds that keep our motivation going to the next step and then the one after that behavior changes most reliably and effectively when we do three things. The first is to anchor the behavior at a time and place in our day so that it's descriptive and you can picture it in your mind. So it becomes when I when I sign into my computer in the morning when I make a couple coffee before I start the day when I shut down for the evening. And the second part is to describe what you're no longer going to do so. That part becomes instead up so went on, and instead and then the last piece is declare what you will do instead, that's easy. That just becomes I will. So if this were trying to change your habits to lose weight, it might be when I break for lunch instead of running to the microwave, I will run the stairs for 10 times before I have lunch so you can picture what time of day lunchtime instead of running to the microwave, I will run up and down the stairs sometimes, so that's a very clear picture in your mind. It's doable. It's simple enough, and it's it doesn't overwhelm. So the challenges for us, too Kraft part of our plan of action in that way. And it's It's like the behavior change about response to change. So you'll have elements of your change action plan that are very concrete having to do with something you need to take care of for the business. But this one is about how you're going to respond to change in a different way. So how might that look using this formula? So 1st 1 let be when I begin my work day. Instead of jumping onto email, I will review my change action plan and identify one thing that I could do to day that will go furthest toward helping me accomplish my change action. So it's a grounding yourself in the plans that you don't give in to feelings of overwhelm, and also that you don't jump onto email as a sidestep as a way to avoid dealing with the changes. So when I instead off, I will and they'll be a few more samples of these goals that I have pre written that you can choose from. But you certainly can right a version that makes most sense for you. The idea is to make something that is actionable relevant to what you're trying to accomplish and hopefully sustains your ability to navigate. Change. That's the idea is to make change a little bit more doable by giving yourself something super actionable and in terms of trying to change how we operate. Then you'll identify some rewards for yourself to keep your motivation going as you make progress on your plan to communicate with others about the progress you're making is key, not only to engage additional support, but also it lets others know that you are participating productively in the implementation of the plan. Finally, no action plan is complete without a time to reflect upon what you've learned throughout the process, so that would be another key piece of your plan. 9. Activate What You've Learned: In addition to this habit focused commitment from the flip chart, I'd like to provide you with a few other options to support your success in activating what you've learned. This 1st 1 was focused upon preventing your action plan from sitting on a shelf. His next goal is focused upon managing your emotions during the transition and reducing feelings of overwhelm by gathering more information. Gaining clarity about the change and how affects you directly is one of the key strategies for helping you move forward with change. This one is focused upon that rule of seven, which is the number of times people need to hear a message before they're able to act upon , particularly in the midst of change. Similarly, this next commitment is focused upon your emotions. During transition, butts focused less upon information gathering and more upon revisiting Maslow's hierarchy of needs. Here, you identify the source of your anxiety and actively pursue a solution that will help you meet the need and enable you to move further up that pyramid. This last one is focused upon activating what you've learned about different players in the midst of change. In this commitment, you're focused upon identifying where coworker stands on the continual change by asking them a question, you will better understand any concerns they have implementing change Rather than rely upon assumptions in this way, you will uncover roadblocks to their cooperation and build connections with them by making them feel her. So, as you can see, each of the four suggested commitments have different areas of focus. They're zeroing in on different points that were made throughout class. So it's up to you to choose the one that you think meets your goals for activating what you've learned and will help serve your change management plan most effective. If none of those four pre written commitments speak to you, you can certainly create your own just by following his four key points in the sun rates. By describing the time in place, we will focus upon the new approach, describing the behavior like to place, articulating what you want to do instead and of course, sharing your goal with some miles declaring your intent provide you with an additional level of motivation because now someone else is aware of the commitment that you've made, and that makes you less likely to abandon 10. Final Thoughts : Okay, so we've reached the end of the course, but got some final thoughts for you. Your journal includes question props and space to put down your thoughts about your progress over the next 30 days. I strongly encourage you to put a weekly reminder in your calendar right now. Plus one of the 30 day mark thes reminders will be instrumental in helping you stay focused upon making progress against your goals. And it will ensure that you're rewarded for the time that you spent in this class today learning how to respond productively to change. I look forward to seeing your project posted in the gallery and supporting your change. I'd like to return to what I said at the start of this class. Every innovation requires change. Managing change requires great communication and conflict management skills, which is why collective energy consulting is focused upon providing skill development across all these areas. Here are some ways that we can help you and your organization continue to survive and thrive in the midst of change. See our website for more details on how we do it