Getting People Involved–Level: Critical

Involvement is key

“How do I involve people in the change?” “The change we’re implementing doesn’t really affect that department, do they need to be involved too?”

These are some questions that must be answered when you launch a change.

Getting people involved is challenging. It’s easy to think a change won’t affect another area, so limiting their involvement will make it easier. Even the smallest change sends ripples passed the department initiating the change.

Knowing how to assess these ripples is key to achieving your goals.

The best way to succeed is to know what areas will be impacted by the ripples.

For the first time, Turner Change Management is offering their Launch Lead Live: The Executive Change Leader Course online. The benefits of the regular course without the need for travel.

In Launch Lead Live: The Executive Change Leader’s Course (Online), an entire class is focused on how to:

  • assess the ripples
  • why a holistic system view of change saves time, money and prevents change fatigue
  • how to use systems thinking to improve your results

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Change isn’t going away, but you can make it easier for those involved.

At Launch Lead Live: The Executive Change Leader’s Course Online you will learn:

  • Why involvement is critical to your change initiative’s success
  • How to involve all levels of your organization so that you prevent resistance to change
  • How to include other departments so that your change doesn’t hit unexpected road blocks

YES! I WANT TO CLAIM MY SPOT!

Have a question about applying the course material, want to test something out, simply contact us. Upon completion of the course you receive 6 months of support. Dr. Turner will answer your questions, review action plans, and help you apply the course material in your organization.

Space is limited. Launch Lead Live: The Executive Change Leader’s Course (Online)!

Register by April 20th and receive an extra two months of support from Dr. Dawn-Marie Turner on how to apply what you’ve learned to your organizational changes.

Next class begins October 2016

The Value of Storytelling in Organizational Change

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Who Benefits from Change Management?

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Getting Comfortable with the Discomfort of Change

Discomfort is necessary for real change

When you are a change expert do people expect you to navigate change effortlessly? That was the question Stephanie Staples, host of the radio show Your Life Unlimited, asked when she was interviewing me about my book Launch Lead Live. The short answer was yes, people think because I’m immersed in change it’s somehow easier. The truth is I also find change uncomfortable. Discomfort is a necessary and normal part of real change. Read more

The Paradox of Change Management

Save time and Resources: Build Readiness

(excerpt from Launch Lead Live: The Executive’s Guide to Preventing Resistance and Succeeding with Organizational Change)

By: Dr. Dawn-Marie Turner

Time is an issue in every organization. Initially, if you are used to working from a resistance perspective, it can feel like it takes longer to get people ready. It doesn’t. Consider the time and energy you must spend trying to enforce compliance when you use the traditional “resistance” approach.

By focusing on building readiness instead of managing resistance, and emphasizing the needs of the change-recipients, you can actually make better use of your time and resources. You can also get a greater return on your investment.

The traditional approach to organizational change (figure 1) looks to move quickly to training and implementation.

Figure 1 Common Approach to Organizational Change
Turner Change Management Inc.

It tries to minimize the amount of time spent in the early period; the majority of the effort is at the back end of the change. This approach gives the appearance of saving time, but it top loads issues so that they emerge right around the time of implementation– when time and resources are at a premium.

You expend more energy and resources, but the return on that energy decreases as people move through the Whitespace. It’s like heating your house in the winter while leaving the all the windows open.

This kind of back-end approach forces you to manage the resistance created when the change-recipients are pushed into taking action before they are ready. The approach gives the perception of speed, while actually taking more time. I call this the paradox of change management.

Figure 2 Change-Recipient Readiness Approach

Figure 2 Change-Recipient Readiness Approach

Building readiness shifts the effort to the front end of the Event. Time is allocated to ensure the change-recipients can internalize the need, raise perceived capability, prepare, and support people through the transition. The change is built on a stable foundation. This results in a more sustainable change (Figure 2).

Launch Lead Live: The Executive’s Guide to Preventing Resistance and Succeeding with Organizational Change p. 88-90

 

 

3 Traps that Create Resistance to Change

Resistance to change is often cited as one of the greatest obstacles to change. However, it doesn’t need to be. You can prevent it. The challenge is that leaders can easily fall into traps that cause them to interpret normal responses to change as resistance. When that happens, they can unintentionally create a toxic cycle that makes change more difficult. Here are three traps that can deceive leaders into believing their employees resist change.

Why Innovation Thrives on Stability

Chaotic. That was how John described the changes in his organization. Just as he started to gain traction and feel like he was making progress, the organization appeared to switch direction or add a new change initiative that felt like it was undoing the progress he had made. Employees could never get anything done. There was no stability. If you’re thinking, Wait a minute. We can’t stand still. We must constantly move or we’ll stagnate. Consider this:

Book Club-No One Understands You

Communication is one of the most challenging—and essential—elements of enabling organizational change. Every leader must determine what to communicate, to whom, and when. Yet even when those decisions are made, there is still another challenge: ensuring the intended message is actually received and interpreted as intended. If you've ever said: "He knew precisely what I meant." "I was perfectly clear when I told her." "I'm an open book." …only to discover your message was misunderstood, you've experienced what social psychologist Heidi Grant Halvorson calls the transparency illusion.