Facilitating Change Without Chaos

Can you skillfully facilitate change and greatly reduce people's resistance? 

Yes! You can observably save your organization time and money. The result? You'll continue to be gainfully employed while others less skillful at facilitating change pass by the wayside! 

Understanding both the performance and motivational needs of the individuals with whom you work is critical. You need to get two kinds of information about those involved in changes before initiating the changes. They are: 

1. Understanding the concerns each person has about the changes (Examples: a new procedure, a new policy, a new innovation, new management goals, new equipment installations, a site relocation, etc.)
2. Determining the degree to which each person possesses the competencies to use (successfully apply) the knowledge, skills, and attitudes necessary for implementing and gaining maximum benefit from the changes. 

• Use informal interviewing and counseling skills to establish rapport and determine people's concerns and what knowledge and skills they require to make the changes before you begin implementing a new performance goal or change. 
• Neutralize a staff member's resistance at each of the seven stages of concern. 
• Capitalize on your understanding of where a person is in terms of the "eight levels of use" of knowledge and skills required of them before they can successfully implement a new change. 
• Use nine research-based principles to support effective interpersonal feedback and to build trust and rapport with a staff member who is resisting change. 
• Develop for each staff member an individualized change management plan that will include strategies for helping each person overcome his concerns and develop the skills required of him to make the change happen successfully. 

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