Workshops
Reimagined, for now!
VIRTUAL CONNECT: ENGAGING WITH CHANGE
In 1996, John Kotter published Leading Change, revealing that only 30% of change programmes are really successful.1
Since then, other studies have showed remarkably similar results, with the majority of change initiatives failing to deliver to plan.2,3
The fact is, organisations don’t just change because the CEO says so, or because there’s a new process, or a bit of different software… or even a global pandemic. They only change sustainably when their people adapt and change.
It’s only when these personal transitions have been made that an organisation can truly reap the benefits of transformation.
Now is the time to support all employees, across all levels of the business, to successfully navigate their personal transitions. For lasting change, everyone needs to be on board, inspired, and most importantly, understand how their role fits into the ‘new now’.
We call this ENGAGING WITH CHANGE.
CHANGE AT WORK
In her books On Death and Dying and On Grief and Grieving, Dr. Elisabeth Kübler-Ross defined a model to describe the internal emotional journey of loss and the grieving process.5,6 A model that’s been universally adopted as a model for change – as with change we experience the loss of how things were before.
During our current crisis, change has been enforced upon us, and there has been little option but to go with the flow as we all hurtled off the top of the Kübler‑Ross transition curve, without knowing what we would find.
COVID-19 has changed life as we knew it. We’re all dealing with ‘the new now!’ Whether personal, relational, organisational, or societal, we are all experiencing grief. It hurts everywhere.
We all react to change differently. Some of us may be in the depths of dispondency, whereas others may be on the upward climb. No matter where we are, without action, the slide back down the curve is just waiting to happen! By understanding our psychological responses to change, and supporting the individual – not an homogenous mass of employees – we can help build resilience, positive outlook, and engagement with ‘now’ and ‘tomorrow’.
Your people will support you through these challenging times of change – if you support them too.
KEY OUTCOMES
- Explains the nature of change – it’s natural to feel the way that we do
- Defines the psychology of change and the Kübler‑Ross change curve
- Analyses the difference between reacting, responding, and engaging with change
- Identifies individual’s personal response to change: their strengths, challenges and areas needing support
- Introduces the ST-AND 4-Colour model of engaging with change, based on the Insights Discovery system
FORMAT
- A 3.5hr Virtual Connect, with digital reference guide
- Available as a standalone workshop, or as part of a SETA accredited skills programme
REFERENCES:
- Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
- Keller, S. Aiken, C. (2009). The inconvenient truth about change management. McKinsey Quarterly. (download).
- Towers Watson (2014). Change and communication ROI study report. (download).
- Green, A. (2020). COVID-19: ‘Extremely high levels of stress’ among employees in SA. Spotlight. (spotlightnsp.co.za).
- Kübler-Ross, E. (1969). On death and dying. New Your, New York: Macmillan.
- Kübler-Ross, E., Kessler, D. (2005). On grief and grieving: Finding the meaning of grief through the five stages of loss. New York, New York: Simon and Schuster.
