sec 2, class 13 & 14 Flashcards
individual, group, organization and inter-organization levels - both everyday and peak moments
Which employee resources, practices and policies create and sustain a healthy organization?
LEGO PLAY TIME
LEGO PLAY TIME
Crisis, chance, choice
Change happens because of
the brain
- creates responses that are predictable and sequential
- distorts, deletes and generalizes new information
- makes no differentiation between good or bad changes
- makes no differentiation between externally imposed or internally driven changes
- responds multidimensionally
Predictable characteristics of change
- Time of response
2. Intensity of response
Two things we cannot predict about change
validates thoughts, feelings and behaviors that are typical in a changing environment
-specific coping skills can be learned to assist in moving forward to next stage
The change cycle
fight for flight, survival and security, instinct, bodily functioning, present- oriented, concerned with only yourself “do people have good intentions for me?” state your intentions
brain- reptilian (pet the lizard)
-95% of brain processing is reptilian in order to “Keep us safe”
problem solving, perception/emotions, communication, present oriented, learns quickly but also reacts quickly - needs to be seen/recognized
brain- mammalian (feed the mouse)
strategic, aware of others, complex communication skills, logical reasoning, future-oriented, makes connections
-do we have common goals? am I still part of a group even if I mess up?
brain - neocortex “human” brain (hug the primate)
Feeling: Fear
Thoughts: Cautious
Behavior: Paralyzed
Major focus: Self-protection
Stage objective: creating personal safety
Motivated by: pain or security needs
Overuses: Feelings of paranoia
Challenge: defeating “endless victim/why me” mentality
Opportunity: learning to channel fear into appropriate action
Employees: internalize “what’s in it for me”
Change cycle: stage 1 - Loss
if you are stuck in stage one you might : feel powerless, imagine the same old results, put up walls, feel threatened, distrusting, suspicious, paralyzed or fearful
Stage 1 - tools
- Identify/define the change (external or internally driven, was there a choice? what are the losses? how much can you control these events? define what’s known)
- Recognize the difference between real and imagined fears (worries vs. evidence, real fears = evidence to support the fears, what’s the WORST that could happen and how do I deal with that? Is this going to matter in 10 days, weeks, months)
- See the objective clearly, establish clear outcomes (smart goals, see objectives clearly - what will you be saying, doing, feeling, thinking, what will change?)
To move on to stage 2
remain calm and quiet, show empathy
- listen, let them talk about concerns
- bring feedback into ongoing discussion
- FOLLOW UP to show you listened
- clearly define the change
- what’s the worst that can change, can we live with it?
- insure two way communication
from LOSS to SAFETY - how can HR help?
Feelings: resentment
Thoughts: skeptical
Behavior: resistant
Major focus: ego strength being right
Stage objective: gather accurate info
Motivated by: opinions/facts
Overuses: blaming self/others
Challenge: accepting valid info differing from their opinion
Opportunity: seeking and using new information
What will you see in this stage? complaints or blame (either self or others)
Stage two: doubt
- Gather information to create an accurate picture (brain distorts memory, you don’t have the complete picture, other people have other info too)
- Understand the law of cause and effect (what’s your contribution to the situation, what will help you get more accurate info, embracing both stories with “and” - this is how things are AND we’re going to deal with it
- Reframe the change (optimistic explanatory style, (non permanent, non personal, non pervasive), growth mindset, encourage effort not just end goal, recognize hard work, not just achievement, actively learn from others and mistakes
Steps to success from stage two
defend your position, whether right or wrong
only see one perspective
be aggressive; see the situation as me vs them, not ask questions, feel defensive, cynical, angry, blaming, adversarial
If you are stuck in stage two you might
ask good questions (genuinely curious and open ended) , hold your opinion and still listen to other ideas, respect valid information (regardless of source), realize you are looking at an inaccurate/incomplete picture of the change, feel protective, respectful, deliberate, responsive or curious
if you are proceeding well through stage 2 you might
address all questions and concerns
determine what relevant info is missing and acknowledge it
provide missing information or timeframes for specific answers
insure ongoing/ 2 way communication
define current reality as often as possible
How can HR Help from DOUBT to REALITY
feelings: anxiety
thoughts: confused
behavior: unproductive
major focus: the “problem”
stage objective: self motivation
motivated by: frustration of “old” or possibility of growth
overuses: being overwhelmed
challenge: keeping anxiety from becoming depression
opportunity: midst of chaos, learning to take small, breakthrough steps
Stage 3 - discomfort
- psychological action (distraction) what can you do? what else can you think?
- physical movement change the physical space, go outside
- humor - positive state
steps to success from step 3
be non participative
be undependable and slow
feel like you are going around in circles
be unorganized and unable to set priorities
feel uncaring, temperamental, overwhelmed, worried
if you are stuck in stage 3 you might
set priorities
know how to make the first step and commit to it
start to clean up and organize
take time for fun, exercise, movement
feel persevering, tenacious, patient, hopeful
if you are proceeding well through stage 3 you might
help people be patient, determined, courageous and helpful
show where change is working well
provide direction as needed (could be micromanage if needed)
link tasks/projects to big picture
assist others in prioritizing work
create formal and informal distractions
insure ongoing-2 way communication
How can HR help from DISCOMFORT to MOTIVATION?
- Overwhelming urge to give up
- Picturing yourself as useless
- Believing you can cover up the pain
- Believe that you are working hard for nothing
Danger Zone - Between step 3 and 4
