leading major change… · 2018-01-23 · william bridges the art of managing transitions it’s...
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Leading Major Change
Dr. Jeff Iorg
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Leading People through Transition
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William Bridges
The Art of Managing Transitions
It’s not the changes that do you in,
it’s the transitions.” ”
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Change is Different than Transition
Difference between change and transition:
•Change is the set of new circumstances introduced in an organization.
•Transition is the emotional, psychological, and spiritual adjustment
people go through to accommodate the change.
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Change is Different than Transition
Common leadership mistake – putting too much emphasis on
change and not enough on transition.
•Christian leaders have a spiritual motivation to manage transition
well – we care about people.
•Managing transition is a disciple making process – helping people
learn and grow.
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Change is Different than Transition
Three key aspects of managing transition:
•Transition involves managing grief.
•Strategy trumps spontaneity.
•Reluctance does not always equal opposition.
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Grief – Not Rebellion
•People respond to change by going through a grief process.
•Examples of spiritual loss
Change produces a sense of loss.
Loss of spiritual
confidence.
Loss of vacations and
discretionary spending
due to building projects.
Lost position.
Lost expertise.
Wasted Knowledge base.
Loss of spiritual
heritage.
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Grief – Not Rebellion
•Stages of grief:•shock
•anger
•denial
•People process their losses at different rates and in
different ways.
•People may be handling other losses simultaneously.
Loss is experienced as grief
•bargaining
•exploration
•adjustment
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Grief – Not Rebellion
•Initiate pastoral care for people experiencing change.
•Initiate pastoral care by:
•Talking with people pastorally.
•Sharing information about the change and the
grief process.
•Recognizing grieving people process information poorly.
•Creating dialogue opportunities.
Managing organizational grief – pastoral care.
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Grief – Not Rebellion
•Create parameters for followers to understand and interpret
the change.
•Create parameters to help minimize anxiety.
•Establish parameters carefully – be trustworthy and follow
through on what you promise.
Managing organizational grief – creating parameters.
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Strategy – Not Spontaneity
•Strategic documents explain the change.
Detailed documents can be counterproductive.
An entire strategic document should be one to three pages.
•Challenges to writing a strategic document.
It is easier to write longer than shorter.
Writing creates permanency and accountability.
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Reluctance – Not Opposition
•Insecurity creates false dichotomies and wrong assumptions for
leaders – internalizing and personalizing opposition.
•Leaders must allow followers time for:
Making a final decision
Developing communication avenues
Accepting the major change
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Reluctance – Not Opposition
•Followers begin their process of acceptance when they hear the
change communicated for the first time How long does it take followers to agree with and support a major
change recommendation or decision? - A few days to a few weeks
Followers want their leaders to succeed and generally want to respond
favorably to their leader’s initiatives.
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Reluctance – Not Opposition
•Non-supporters; non-adopters – passive people who
can be ignored.
•Resolute opponents – cannot be allowed to derail major change
since it strikes at the mission.
People who do not accept change.
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www.gs.edu @Jeff_Iorg