{"id":15165,"date":"2016-11-03T12:43:12","date_gmt":"2016-11-03T11:43:12","guid":{"rendered":"http:\/\/www.targettraining.eu\/?p=15165"},"modified":"2018-06-06T12:29:21","modified_gmt":"2018-06-06T10:29:21","slug":"dealing-with-change","status":"publish","type":"post","link":"https:\/\/www.targettraining.eu\/de\/dealing-with-change\/","title":{"rendered":"Dealing with change"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-28mecm5-eeec021417c8c9ced1bc2bbae04ba07d\">\n#top .hr.hr-invisible.av-28mecm5-eeec021417c8c9ced1bc2bbae04ba07d{\nheight:50px;\n}\n<\/style>\n<div  class='hr av-28mecm5-eeec021417c8c9ced1bc2bbae04ba07d hr-invisible  avia-builder-el-0  el_before_av_hr  avia-builder-el-first '><span class='hr-inner '><span class=\"hr-inner-style\"><\/span><\/span><\/div>\n<p><strong>Change management is an integral, complex and necessary part of business. Companies most likely to be successful in making changes are the ones that see change as a constant opportunity to evolve. But the word &#8218;change&#8216; means and implies a lot of things to the people involved: uncertainty, different, unknown, uncomfortable, etc. The truth is that (most) people don&#8217;t like change. We are, after all, creatures of habit. Sure, we have the ability to change and adapt to new situations &#8211; we wouldn&#8217;t have come so far as a species without change &#8211; but our brains naturally resist.<br \/>\n<\/strong><\/p>\n<p>&nbsp;<\/p>\n<blockquote>\n<p style=\"text-align: right\">&#8222;Change has a bad reputation in our society. But it isn\u2019t all bad \u2013 not by any means. In fact, change is necessary in life \u2013 to keep us moving \u2026 to keep us growing \u2026 to keep us interested \u2026 Imagine life without change. It would be static \u2026 boring \u2026 dull.&#8220;<\/p>\n<p style=\"text-align: right\"><strong>Dr. Dennis O\u2019Grady<\/strong><\/p>\n<\/blockquote>\n<p><!--HubSpot Call-to-Action Code --><span id=\"hs-cta-wrapper-3c442819-7f59-4039-bc15-472ccbbefef5\" class=\"hs-cta-wrapper\"><span id=\"hs-cta-3c442819-7f59-4039-bc15-472ccbbefef5\" class=\"hs-cta-node hs-cta-3c442819-7f59-4039-bc15-472ccbbefef5\"><a href=\"https:\/\/cta-redirect.hubspot.com\/cta\/redirect\/455190\/3c442819-7f59-4039-bc15-472ccbbefef5\" target=\"_blank\" rel=\"noopener noreferrer\"><img decoding=\"async\" id=\"hs-cta-img-3c442819-7f59-4039-bc15-472ccbbefef5\" class=\"hs-cta-img lazyload\" style=\"border-width: 0px\" data-src=\"https:\/\/no-cache.hubspot.com\/cta\/default\/455190\/3c442819-7f59-4039-bc15-472ccbbefef5.png\" alt=\"Go to the eBook\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" \/><noscript><img decoding=\"async\" id=\"hs-cta-img-3c442819-7f59-4039-bc15-472ccbbefef5\" class=\"hs-cta-img\" style=\"border-width: 0px\" src=\"https:\/\/no-cache.hubspot.com\/cta\/default\/455190\/3c442819-7f59-4039-bc15-472ccbbefef5.png\" alt=\"Go to the eBook\" \/><\/noscript><\/a><br \/>\n<\/span><\/p>\n<p>        hbspt.cta.load(455190, &#8218;3c442819-7f59-4039-bc15-472ccbbefef5&#8216;, {});<br \/>\n    <\/span><\/p>\n<h2>The Satir Change Model<\/h2>\n<p>The Satir Change Model is a five-stage model (see below) that describes the effects each stage of the change has on feelings, thinking, performance, and physiology. It was <a href=\"https:\/\/en.wikipedia.org\/wiki\/Virginia_Satir\">developed by Virginia Satir<\/a>. Although the model was initially developed for families, it is equally relevant for organisations.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-15175 lazyload\" data-src=\"https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2.jpg\" alt=\"changemodel2\" width=\"740\" height=\"546\" data-srcset=\"https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2.jpg 740w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-300x221.jpg 300w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-125x92.jpg 125w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-75x55.jpg 75w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-705x520.jpg 705w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-450x332.jpg 450w\" data-sizes=\"(max-width: 740px) 100vw, 740px\" src=\"data:image\/gif;base64,R0lGODlhAQABAAAAACH5BAEKAAEALAAAAAABAAEAAAICTAEAOw==\" style=\"--smush-placeholder-width: 740px; --smush-placeholder-aspect-ratio: 740\/546;\" \/><noscript><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-15175\" src=\"https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2.jpg\" alt=\"changemodel2\" width=\"740\" height=\"546\" srcset=\"https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2.jpg 740w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-300x221.jpg 300w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-125x92.jpg 125w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-75x55.jpg 75w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-705x520.jpg 705w, https:\/\/www.targettraining.eu\/wp-content\/uploads\/2016\/10\/changemodel2-450x332.jpg 450w\" sizes=\"(max-width: 740px) 100vw, 740px\" \/><\/noscript><\/p>\n<h3><strong>Stage 1: Late Status Quo<\/strong><\/h3>\n<p>We are at a familiar place. Our performance pattern is consistent. We&#8217;re comfortable here because we know know what to expect, how to react, and how to behave.<\/p>\n<h3><strong>Stage 2: Resistance<\/strong><\/h3>\n<p>A foreign element threatens the stability of our familiar structures. We&#8217;re not sure that this is where we want to be. Most of us resist it by denying its validity, avoiding the issue, or placing blame.<\/p>\n<h3><strong>Stage 3: Chaos<\/strong><\/h3>\n<p>We have entered the unknown. Our former actions and knowledge are no longer valid\/effective. We don&#8217;t want to be here. Losing the Late Status Quo triggers our anxiousness and vulnerability. We have no idea what to expect, how to react, or how to behave.<\/p>\n<h3><strong>Stage 4: Integration<\/strong><\/h3>\n<p>Through a transforming idea, we&#8217;ve discovered how the foreign element can benefit us. We&#8217;re excited. With practice, our performance has improved rapidly. We&#8217;ve made new relationships and learned new behaviours.<\/p>\n<h3><strong>Stage 5: New Status Quo<\/strong><\/h3>\n<p>Our performance has stabilized at a higher level than in the Late Status Quo. We feel safe and excited. We encourage each other. We don&#8217;t feel threatened by foreign elements any more.<\/p>\n<blockquote>\n<p style=\"text-align: right\">&#8222;Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up.&#8220;<\/p>\n<p style=\"text-align: right\"><strong>James Belasco and Ralph Stayer<\/strong><\/p>\n<\/blockquote>\n<p style=\"text-align: left\">Psychologist and author <a href=\"http:\/\/www.princeton.edu\/%7Ekahneman\/\">Daniel Kahneman<\/a> writes in his book <a href=\"https:\/\/www.amazon.com\/Thinking-Fast-Slow-Daniel-Kahneman\/dp\/0374533555\">&#8222;Thinking, fast and slow&#8220; <\/a>that most of us would rather be <em>wrong<\/em> than <em>uncertain<\/em>. Just consider, how many individual uncertainties could arise in any of the above stages for each of the people involved? Right, and that&#8217;s only for one change.<\/p>\n<h2>Communicating change<\/h2>\n<div>\n<div class=\"content-list-component mt-paragraph text\">\n<p>Communicating change successfully doesn&#8217;t automatically mean that you&#8217;ll achieve change successfully, because ultimately, the organizational capacity for change relies heavily on the individual&#8217;s capacity for change. In other words, some people will reach the New Status Quo much faster than others, others not at all. Some will have few problems, others a lot. But there&#8217;s no doubt about it, you need a communication plan\/strategy to accompany the change.<\/p>\n<p><br style=\"text-align: right\" \/><span id=\"hs_cos_wrapper_module_14481000871949787\" class=\"hs_cos_wrapper hs_cos_wrapper_widget_container hs_cos_wrapper_type_widget_container\">A \u2018one size fits all\u2019 approach is not recommended because it&#8217;s quite possible that not everyone needs to know the same things about the change. Managers need to get buy-in from different stakeholders, engineers need to know this, procurement needs to know that. <\/span>When communicating change, we have the opportunity to amplify certain messages. On top of that, a well thought through communication plan will enable people to better deal with the emotions of each of the 5 stages &#8211; It can invoke positive emotions\/reactions and gives you the chance to help employees imagine a post-change future.<\/p>\n<blockquote>\n<p style=\"text-align: right\">&#8222;There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.&#8220;<\/p>\n<p style=\"text-align: right\"><strong>Niccolo Machiavelli<\/strong><\/p>\n<\/blockquote>\n<\/div>\n<\/div>\n<p>Randy Pennington, author of <a href=\"https:\/\/www.amazon.de\/Make-Change-Work-Relevant-Constant\/dp\/1118617460\/ref=as_li_ss_tl?ie=UTF8&amp;qid=1493840727&amp;sr=8-1&amp;keywords=Make+Change+Work:+Staying+Nimble,+Relevant,+and+Engaged+in+a+World+of+Constant+Change&amp;linkCode=ll1&amp;tag=villadiansalie-21&amp;linkId=cdd9ddaf67090829667b8647e268ff89\" target=\"_blank\" rel=\"noopener noreferrer\">&#8222;Make change work&#8220;<\/a> says that there are 5 questions that employees are most interested in getting answers to when faced with change.<\/p>\n<h3><strong>From what to what?<\/strong><\/h3>\n<p>Explain the specifics of the change. What will be different in how we must think, act, and perform?<\/p>\n<h3><strong>What does this change mean for what I do and how I operate? <\/strong><\/h3>\n<p>A personal extension of the first question. Everyone involved in the change will ask themselves: What&#8217;s the impact of the change for me?<\/p>\n<h3><strong>Will this make a difference?<\/strong><\/h3>\n<p>How will the change help the business or the team, or is this change for compliance reasons?<\/p>\n<h3><strong>How will success be measured?<\/strong><\/h3>\n<p>How will you know that there has been a return on our effort and investment?<\/p>\n<h3><strong>What is the support level for this change? <\/strong><\/h3>\n<p>Is this change a mandate or do you truly believe in this change?<\/p>\n<h2>Repeat and reinforce<\/h2>\n<p><span id=\"hs_cos_wrapper_module_14481000871949787\" class=\"hs_cos_wrapper hs_cos_wrapper_widget_container hs_cos_wrapper_type_widget_container\">Use multiple message formats and repeat important concepts to drive and reinforce the change. At the beginning of the change process, <\/span>it&#8217;s necessary to communicate to answer initial fears and concerns. As the change advances, people will have new questions, and new understandings of the intermediate and final stages will be developed. Throughout the stages of change, people have to be kept up-to-date with actual and future states, and answers given to their questions.<\/p>\n<div  class='hr av-1odjhul-34bddc8bc45d6335eead430e10672157 hr-default  avia-builder-el-1  el_after_av_hr  el_before_av_video '><span class='hr-inner '><span class=\"hr-inner-style\"><\/span><\/span><\/div>\n<h2>FOR MORE INFORMATION<\/h2>\n<p>&#8222;Human beings are works in progress that mistakenly think they&#8217;re finished.&#8220; Dan Gilbert shares recent research on a phenomenon he calls the &#8222;end of history illusion,&#8220; where we somehow imagine that the person we are right now is the person we&#8217;ll be for the rest of time. Hint: that&#8217;s not the case.<\/p>\n<div  class='avia-video av-19xln99-268d317f96ab5f650b1751f9a5b1a8db avia-video-4-3 av-no-preview-image avia-video-load-always av-lazyload-immediate av-lazyload-video-embed'  itemprop=\"video\" itemtype=\"https:\/\/schema.org\/VideoObject\"  data-original_url='https:\/\/www.ted.com\/talks\/dan_gilbert_you_are_always_changing?language=en#t-318264'><script type='text\/html' class='av-video-tmpl'><div class='avia-iframe-wrap'><iframe loading=\"lazy\" src=\"https:\/\/embed.ted.com\/talks\/dan_gilbert_you_are_always_changing\" width=\"1500\" height=\"844\" frameborder=\"0\" scrolling=\"no\" webkitAllowFullScreen mozallowfullscreen allowFullScreen><\/iframe><\/div><\/script><div class='av-click-to-play-overlay'><div class=\"avia_playpause_icon\"><\/div><\/div><\/div>\n<div  class='hr av-umvoot-bf8b5262338794cefd661400b50d1a3b hr-default  avia-builder-el-3  el_after_av_video  avia-builder-el-last '><span class='hr-inner '><span class=\"hr-inner-style\"><\/span><\/span><\/div>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Change management is an integral, complex and necessary part of business. Companies most likely to be successful in making changes are the ones that see change as a constant opportunity to evolve. But the word &#8218;change&#8216; means and implies a lot of things to the people involved: uncertainty, different, unknown, uncomfortable, etc. The truth is [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":13748,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","footnotes":""},"categories":[92],"tags":[112,99,105],"class_list":["post-15165","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-soft-skills-pathway","tag-difficult-news","tag-leadership","tag-managing-others"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Dealing with change | Target Training GmbH<\/title>\n<meta name=\"description\" content=\"Change management is a complex and necessary part of business. Change is a constant opportunity to evolve. 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