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ChangeMark
Introduction
ChangeMark
Overview
Change
Process Model
Assess
Develop
Transition
Execute
Internalize
Actions
and Deliverables
Change
Assumptions
Change
and People
Change
and Context
Change
and Future State
Consulting
Services
E-mail
to Request Info
Call: 1-877-311-5530
The
Ryan Group Website
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Change and People
Key
Assumptions (partial list)
Change will involve the
present workforce(s).
Change will affect
people differently.
Change requires new
levels of communication.
The people component of
change identifies a persons behaviors and attitudes toward change and
encompasses three perspectives.
First.
Through assessment, we
determine a person's "style" which, when aggregated, presents an
overall profile of the target audience. Categorized by those who:
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Drive Change
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Enable Change
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Are Hesitant Toward
Change
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Resist Change
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Second.
Within each of these
"styles", we further identify unique "groups" or
clusters. For example there are three groups within Drive, five
groups within Enable, etc. For each "group" we have
identified key characteristics of behavior, including :
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What they are
skilled at
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What they have
difficulties with
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How they will
contribute
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What their needs
are
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How they will
behave when their needs are not met
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Resist – R-2
There are 391 participants with this type.
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Skilled
At:
Dealing with the people
component of change.
Providing organization and
structure.
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Difficulties
With:
Of
all the types, R-2s experience the most difficulty with change.
Their primary focus is using their accumulated data,
especially about people, as a base of understanding and acting.
In changing situations in which they do not have experience,
they can feel lost and overwhelmed.
Use
change as a protective maneuver, rather than changing for the sake
of change. Because of
their commitment to people, they also identify and empathize with
everyone around them. R-2s
need lots of information and support to deal effectively with
change.
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Contribution:
Organize
the plan.
Support
people.
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Needs:
A
well-thought-out plan with lots of pieces.
Assurances
that people needs are being considered.
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When Needs
Are Not Met:
Overwhelmed,
lost, and rigid.
Romanticize
“the good old days.”
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Third.
For each
"group" we have developed suggestions when communicating,
including:
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What to do
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What not to do
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What's effective
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What's not
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This information is
imperative in developing and executing an effective communication and
fan-out plan.
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R-2 – There are 391 participants with this type.
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Suggestions
when communicating with R-2s:
The underlying theme when communicating with R-2s
should be relationships, harmony, and service.
Give advance warning of the need to address an issue,
rather than springing a surprise.
Do not force R-2s to take action—allow them time to
think. Do not interpret
R-2s’ silence as agreement, they may still be deciding.
Remember
their feelings and personal values when giving them feedback; try to
debate with them less.
Share
your thoughts and ideas with them more, even if they seem obvious.
Praise and acknowledge their contributions and talents.
Communicate to them clear,
unambiguous directions for completing a task and prepare them for
change in advance.
Remember to address schedules and deadlines during
communication.
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