The document discusses the stress that organizational change can cause. It describes change as alterations in an organization's people, structure, or technology. Common reactions to change include denial, resistance, acceptance, and commitment. The document provides suggestions for how to approach change positively, such as keeping an open mind, being flexible, supporting colleagues, taking an active role, and giving change a chance. Managing stress and communicating the right actions are important for successfully navigating organizational change.

1. The Stress of
Organizational
Change
Adapted from the book The Stress of Organizational Change by
Price Pritchett & Ron Pound.

2. Organizational CHANGE
Any alterations in the people, structure, or
technology of an organization.

3. Organizational CHANGE
Any alterations in the people, structure,
or technology of an organization.
people
…changes in attitudes,
expectations,
perceptions, and
behaviors

4. Organizational CHANGE
Any alterations in the people, structure,
or technology of an organization.
structure
…changes in job
responsibilities,
departments,
management structure,
organizational design

5. Organizational CHANGE
Any alterations in the people, structure, or
technology of an organization.
technology
…changes in work
processes, equipment,
methods, and software

6. Organizational CHANGE
What we need to know about organizational change.
…more SUDDEN and FREQUENT
…many contributing FACTORS
…ability to ADAPT is KEY

7. Characteristics of CHANGE
Is constant, yet varies in degree and
direction.
Produces uncertainty yet is not
completely unpredictable.
Creates both
THREATS and
OPPORTUNITIES.

8. Reacting to CHANGE
What actions will I need to take during the change?
How will change affect my team?
How do I feel about change?
How do I respond to change?
How will change affect me?

9. 10 basic mistakes we
make in how we react to
CHANGE

10. basic mistake #1
Expect Somebody Else to Reduce Your Stress

11. suggestion...
Put yourself in charge of
managing the pressure.

12. basic mistake #2
Decide Not to Change

13. suggestion...
Rather than banging your head against
the wall, invest your energy in making
quick adjustments.
YOUR own decisions may do more
to determine your stress level than
anything the organization decides to do.

14. basic mistake #3
Act Like a
Victim

15. suggestion...
Accept fate, and move on.
Acting like a victim threatensyour
future. You’re better off if you appear
resilient and remain productive.

16. basic
mistake
#4
Try to Play a New Game by the Old Rules

17. suggestion...
Figure out how the game has
changed, how priorities have
been reordered.
Decide which aspects of your
job you should focus on to
leverage up your effectiveness
the most.

18. basic mistake #5
Try to Control the Uncontrollable

19. suggestion...
Ask yourself if the struggle makes sense.
Are you really in a position to control the
situation, or will you just get emotionally
tired trying?

20. basic mistake #6
Be Afraid…
…of the Future

21. suggestion...
Instead of worrying about bad things
that might happen, get busy trying to
create the kind of future you want.
The best insurance policy for
tomorrow is to make the most
productive use of today.

22. basic mistake #7
Pick the Wrong Battles

23. suggestion...
Pick battles BIG enough
to matter…
…small enough to win.

24. basic mistake #8
Psychologically
Unplug
From
Your Job

25. suggestion...
Fall in love with your job, and keep the
romance alive.
Don’t let the stress of change drive a wedge
between you and your work. High job
commitment is a gift you should give yourself.

26. basic mistake #9
Avoid New Assignments

27. suggestion...
S t r e t c h y o u r s e l f today so you’ll
be in better shape tomorrow.
Reach for new assignments that
broaden your experience base.

28. basic mistake #10
Try to Eliminate Uncertainty and Instability

29. suggestion...
Develop a greater tolerance for
constant changes in the game plan.
Allow a little more confusion in your
life.
Be willing to feel your way along

30. OK…so what else does
it take to be skilled at
adapting to change?
Experts in analyzing what it takes to overcome
obstacles that may be associated with change
acknowledge personality traits determine
“how” one reacts to change.

31. People who navigate change
SUCCESSFULLY…
• are aware of what’s going on in
the immediate surroundings
• anticipate change before it
happens
• have a plan to take advantage of
new situations and opportunities
• don’t put their head in the sand
and pretend change won’t happen
or affect them

32. People who navigate change
SUCCESSFULLY…
• approach change with a “can do”
attitude…actively trying to lessen
obstacles thrown at them from
others (or the organization)
• look for positive solutions and/or
outcomes
• never give up before pro-actively
trying to manage the situation
• believe that change is not always a
bad thing

33. Some people HANDLE change better than
others because they use certain key skills.
…and they can be learned.

34. Have a strong sense of purpose
and meaning in what you do.
Re-create that COMMITMENT
in making successful transitions
to new assignments.
C OMMITMEN T

35. Look for what YOU can
control in your work, and
accept those aspects which
are beyond your control.
C ONTRO L

36. See change as an
OPPORTUNITY
to learn new skills and not
as something to fear or
avoid.
C HALLENG E

37. Value your friendships with
people, respect your co-
workers, and have a common
bond and purpose with those
around you.
C ONNECTIO N

38. So how do
YOU react
to
CHANGE?

39. Reaction-to-Change Inventory
Fun Transition Vary
Death Stress Deteriorate
Modify Different Opportunity
Better Uncertainty Upheaval
Grow Rebirth Disruption
Replace Learn Adjust
New Revise Challenging
Fear Improve Transfer
Alter Concern Exciting
Anxiety Chance Ambiguity

40. Reaction-to-Change Inventory
Fun +10 Transition Vary
Death -10 Stress -10 Deteriorate -10
Modify Different Opportunity +10
Better +10 Uncertainty -10 Upheaval -10
Grow +10 Rebirth +10 Disruption -10
Replace Learn +10 Adjust
New +10 Revise Challenging +10
Fear -10 Improve +10 Transfer
Alter Concern -10 Exciting +10
Anxiety -10 Chance Ambiguity -10

41. Reaction-to-Change Inventory
How do YOU measure up?
• 40 or Above – Strong Supporter
• 20 to 30 – Moderate Supporter
• -10 to 10 – Willing to Comply
• -20 to -30 – Moderate Resistance
• -40 or below – Strong Resistance

42. What if you just don’t have a
natural personality for change.
WHAT
do you do then?

43. Handling your
REACTION
• Accept that your feelings are the natural result of
being in an uncomfortable situation
• Tell yourself the truth – Allow yourself to be
upset, worried or sad.
• Get as much information as you can about how
or if your situation will change.
• Give yourself time to deal with it.
• Take the time to grieve the losses that change
brings.
• Be flexible and go with the flow.

44. Find the GOOD in the change.
Sometimes you have to look very
hard to find the blessing in
changes, but there always is one.
It’s through change that we grow
wiser and stronger and learn to
make better decisions.

45. Know that it will END.
All change comes to an end when
the new circumstances are in place
and become familiar to you.
Every change, no matter how big,
will end and you will return to a
feeling of normality.

46. The four phases of
CHANGE
In fact, similar to the experience of
grief and loss, the CHANGE process
has at least four phases…

47. DENIAL
Denial is harmful because it
slows down the natural
process of moving forward.
People continue to work as
usual… as if nothing has
changed

48. RESISTANCE
Once the denial phase
has passed, resistance to
change sets in.
People focus on the impact
change will have on them
PERSONALLY.

49. ACCEPTANCE
During this phase people begin to focus
their attention on the FUTURE.
This phase can create a
renewed sense of
CONNECTEDNESS
among co-workers.

50. COMMITMENT
Finally, workgroups are ready to commit to a
work plan, changes in leadership is accepted
and job responsibilities are defined
The mission of the
organization is outlined and
action plans make thing
happen.

51. THECHALLENGE
Most people remain
victims of the change they dread
instead of becoming
vehicles of the change they desire.

52. The following are some ways
to help approach CHANGE
with a positive attitude:
Keep an Open Mind
Do not assume that the results of change will
be negative. Change may be the best thing that
ever happened to you.

53. The following are some ways
to help approach CHANGE
with a positive attitude:
Be Flexible
Be ready to let go of the old and try the new.
Talking with colleagues can help calm the stress
and foster a supportive environment.

54. The following are some ways
to help approach CHANGE
with a positive attitude:
Be Supportive of Colleagues
It is important that people recognize each
other’s contributions on a regular basis and
show appreciation for one another.

55. The following are some ways
to help approach CHANGE
with a positive attitude:
Take an Active Role
Learn new skills, offer suggestions, set goals
for yourself.

56. The following are some ways
to help approach CHANGE
with a positive attitude:
Give Change a Chance
Be patient; change takes time.

57. The following are some ways
to help approach CHANGE
with a positive attitude:
Ignore Rumors
Instead, focus on gathering as many facts as
you can about change. Talk with your
supervisor when you have questions.

58. The following are some ways
to help approach CHANGE
with a positive attitude:
Pay Attention to Yourself
It is important to learn to manage stress.
People who feel good mentally and physically
are better able to handle change.

59. What will your
actions
COMMUNICATE
… and how can you
help?