There is a lot to cover here in this subject.  The general animosity towards the program is deep and antagonistic.  Sharon wants to make sure i work on this.  i worry about how much i can change.

On my white board i have the following:

Process

Wants vs. Needs

Manual?

Handouts?

Video?

Use coordinators and delegate to regional nodes.

I will be on a phone conference with Jane Chin's group, Northern section, tomorrow.  There are some heavy opinions in this group that have already voiced their opposition to the program and have pretty much refused to use it for the year and will only go paper.

i have asked what is it that is so bad about this program and really haven't recieved an answer.  Yes it is new.  Yes we are unfamiliar with it.  The general resentment though is more fueled on time... i feel that most staff members resent learning or sacraficing time... when they have little of it to acclimate to this system.

I want to present a power point on change but how the mental aspect of it is resistance since we are creatures of habit.  Opinions?  or should i stick to just the program which is limited at best.

summary of the "change" power point

When change is first announced, what happens in people's heads? If you can see something of what they are thinking, then you are on the road to being able to address their early concerns.

Needs

The principles in Maslow's Hierarchy explains much. When something happens and we feel we might be threatened (which starts as anticipated threat), we revert to checking lower-level needs. Thus we ask questions such as:

• Safety: Can I still do this job? How does it affect my position?
• Belonging: Will I have to give up my position? Will my program survive?
• Esteem: Will my social status change? Will I have less influence?
• Identity: What does this mean about who I really am?
• Prediction: What will happen now? Can I see a new future?

Values

Our esteem needs leads us to seek rationality in our explanations, which can lead to highly uncomfortable situations for those implementing the change, and they can easily revert to stress values, for example in objectification of the people affected.

Those of us who are affected by the change will tend to be highly evaluative of the people who are implementing the change and the actions they take. We assess the Values of the people and whether their actions are moral or ethical (using our own standards, of course). In particular, even if we do not agree with the outcomes, it is very important for us to perceive the process as fair.

1. Effective Change Management

·        Motivating Change

·        Creating Readiness for Change

·        Sensitize Organizations to pressures for change

·        Reveal discrepancies between current and desired states

·        Convey credible positive expectations for the change

2. Overcoming Resistance to Change – Three Major Strategies –

·        Empathy and Support

·        Communication

·        Participation and Involvement

3. Creating a Vision –The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become.

·        Describing the Core Ideology

4. Constructing the Envisioned Future

·        The envisioned future typically includes the following two elements that can be communicated to organization members:

·        Bold and Valued outcomes. Descriptions of envisioned futures often include specific performance and human outcomes that the organization or unit would like to achieve.

5. For example, BHAGs (Big, Hairy, Audacious Goals) are clear, tangible, energizing targets that serve as rallying points for organization action. They can challenge members to meet clear target levels of sales growth or customer satisfaction, to overcome key competitors, to achieve role-model status in the industry, or to transform the organization in some meaningful way. For example, in 1990 Wal-Mart Stores made a statement of intent “to become a $125 billion company by

5. Desired future state. This element of the envisioned future specifies, in vivid detail, what the organization should look like to achieve bold and valued outcomes.