Coping with Personal and Professional Change

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Coping with Personal and Professional Change

• SEDA WORKSHOP
• December 2007

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Learning Objectives

• To explore aspects of personal and professional
  change.
• To relate experience to the theory of change
  management.
• To reflect on the students approach to change.
• To consider and practise coaching as a strategy
  to support change.
• To inform and enrich the module on personal
  change.

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• Activity One
• Draw an abstract shape that represents you as you
  are now ( show effects of change and experience !
  )
• Draw Change in its relation to you
• Share with the person next to you
• ( Describe what the drawing means, what you
  like about it and what you dont like )
• Each person acts as a coach for the other
  non judgemental, curious, perhaps asking
  clarifying questions

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Language around change

• Self Efficacy
• the belief in ones capabilities to organise
  and execute the courses of action required to
  manage prospective situations.
• Influences Choices Effort Persistence How
  we feel

Bandura ( 1995 )
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• Key Theories around Change
• Kurt Lewin
• Force Field Analysis equilibrium and balance,
  forces for change v restraining forces
• Unfreeze Model
• Unfreezing overcoming inertia, dismantling
  existing mindset, by-passing defensive mechanisms
  voluntarily leaving the comfort zone

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• Second stage is CHANGE
• A new way of being
• New understanding
• Characterised by confusion and transition
• No clear vision
• New systems
• New language
• Culture change
• New Mental Models

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Freezing

• A new mindset is forming and comfort is
  returning.
• People behave differently different
  assumptions values norms artefacts structures
• Comfort Zone is widened

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• Lewins Change Model

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Transition Management

• Endings Denial Shock Anxiety Confusion,
  Uncertainty Resentment Anger Blame
• Neutral Zone Undirected energy confusion
  frustration Extreme anxiety Isolation
  Scepticism some optimism
• New Beginning Relief Acceptance Enthusiasm
  Realisation of loss
• 
  
• See also www.jiscinfonet.ac.uk/infokits/ change
  management

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Learning and Change

• Going through personal change is learning that is
  both emotional and cognitive.
• 3 domains of learning doing, thinking, and
  feeling for deep and significant learning
  Brookbank and McGill ( 2006 )
• Importance of Reflection and Reflexivity

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Identity
Have to let go of Who we were
Not there yet
Identification with New ways
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Every lesson, a walk across the bridge.
For change to take place people have to behave
differently and if they are supported and
rewarded, through this period of change, they
will adapt their behaviour Du Toit, A ( 2006 )
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ADKAR

• Awareness of why the change is needed
• Desire to support and take part in the change
• Knowledge of what to do in order to change
• Ability to implement new skills and behaviour
• Reinforcement to sustain change
• Prosci

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The Paradox

• Learning occurs when there is a gap or
  disjuncture between peoples biographies and
  their current experience
• The inevitable paradox without disjuncture
  there could be no learning ( mind or self )
• Human beings try o habitualize experience so that
  behaviour can occur in a taken fro granted manner

Jarvis , P ( 2006 )
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• The Kubler Ross Model

SHOCK
RESISTANCE
ADJUSTMENT
Emotional Response
WORRY
DISCOVERY
LOSS OFCONTROL
EXPLORATION
Depression
Time
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The Change Cube a model for identifying and
shifting limitations on performance
BEHAVIOUR ( Lid ) What we do and say How we
respond to challenge, new ideas and
criticism Limiting behaviours.
Perceptions How we see things What people say to
us and have said to us. How we interpret
situations Our view of risk taking Experience
Interpretation Affirmation Internalisation
Habit - Belief
Self-talk What we say in our heads Fight or
Flight Self efficacy Self esteem Reveals limiting
beliefs Can be positive and uplifting
State- Our physiological condition Self
actualisation Self belief Status and
recognition Social and belongingness Security and
shelter Basic survival (Maslows Hierarchy of
Needs)
Emotions How we feel and how aware we are Self
awareness Awareness of others Self
management Social skills ( Whitmore, J ) Jung, C
The Shadowside
BELIEFS Ideas we no longer question. Generalisat
ions to make decision making easier. Some are
conscious, some are unconscious. Some are good,
some are out of date Limiting beliefs.
Kewley and Thomas ( 2004 )
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Resistors to Change

• Self interest loss of power, loss of face
• Resentment against those imposing change,
  change fatigue, change itself
• Different perceptions and understandings
• Misunderstanding and lack of trust
• Low tolerance for change fear of failure, cant
  change, wont change
• Individual receptivity to change personality
  characteristics
• Fear of the Unknown
• Inertia

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• Diffusions of Innovations
• Innovators
• Early Adopters
• Early majority
• Late majority
• Laggards

Rogers, E ( 1983 )
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Adaptation / Innovation Theory
Adaptors Prefer small changes to
current Situation Methodical Careful Efficient Pro
blem solving Doesnt go looking for problems
Innovators Prefers mould breaking change Maybe
undisciplined and reckless Good at thinking up
ideas Less good at implementing them Enjoys
seeking out problems
Kirton, M ( 2005 )
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Develop a personalised coping strategy

• Decision making style
• Analytical technical, logical, careful,
• Conceptual creative, independent, can be
  rebellious and opinionated
• Behavioural supports others, empathetic
• Directive acts quickly, takes charge, needs
  power

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Strategies

• Analytical you see change as a challenging
  problem, you will need time to analyse data
• Conceptual you need the big picture, you will
  need to be involved in defining what needs to
  change
• Behavioural you will need to know how everyone
  feels about the changes ahead, supportive
• Directive you will need to know specifics and
  will not tolerate ambiguity
• 
  Rowe and Mason ( 1987 )

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Strategies

• Self knowledge
• Exercise
• Special care of the body
• Additional training
• CPD
• Ask for help
• Mentor / Coach
• Fundamental Values
• Build personal relationships
• Avoid isolation
• Seek to establish a new normalcy

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• Bandura, A ( 1995 ) Self Efficacy in Changing
  Societies. Cambridge University Press
• Brookbank and McGill ( 2006 ) Facilitating
  Reflective Learning Through Mentoring and
  Coaching, London Kogan Page
• Du Toit, A. ( 2006 ) International Journal
  Mentoring and Coaching. Vol IV. Issue 2
• Jarvis, P ( 2006 ) University of Surrey,
  Re-conceptualising change and related adult
  learning in adult education research. IPDA
• Kewly and Thomas ( 2004 ) Coaching Solutions.
• Kirton, M ( 2005 ) Adaptors and Innovators cited
  www.jiscinfonet.ac.uk
• Kubler Ross, E. ( 1973 ) On Death and Dying.
  Routledge
• Kurt Lewin ( 1947 ) Frontiers of Group Dynamics
• Rogers, E ( 1983 ) Diffusion of Innovations. New
  York Free Press
• Alan,J.Rowe and Richard O.Mason ( 1987 ) Managing
  with Style A Guide to Assessing and Improving
  Decision Making. San Francisco Bass Management
  Series

www.jiscinfonet.ac.uk/infokits/