Tag Archives: change curve

Managing change, communities of practice, coaching for project management and more. Elisabeth Goodman’s 2014 blogging year


The WordPress.com stats helper monkeys prepared a 2014 annual report for this blog.  The most popular topics were ones carried over from previous years: managing change, communities of practice and coaching for project management.

Many thanks to my readers and to my guest bloggers too!

Here’s an excerpt:

The concert hall at the Sydney Opera House holds 2,700 people. This blog was viewed about 12,000 times in 2014. If it were a concert at Sydney Opera House, it would take about 4 sold-out performances for that many people to see it.

Click here to see the complete report.

The Effective Team’s Change Management Workbook – now available!


by Elisabeth Goodman

I’m delighted to say that the first in my new series of  “The Effective Team’s ” workbooks is now available.

The Effective Team’s Change Management Workbook

Elisabeth Goodman (author), Nathaniel Spain (illustrator), November 2013 – ISBN 978-0-9926323-5-9

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This first book in the series focuses on Change Management.  This is the description on the back of the book:

“A well-managed change initiative is something special to behold!  The author’s experience with business support groups such as Library and Information services, and with organisations in the Life Sciences and SMEs (Small and Medium Enterprises) have been instrumental in shaping her approach to leading teams and to teaching and coaching individuals about Change Management.  This workbook has been designed to reflect her approach.  It encompasses personal journeys, reactions and resistance to change (the ‘people’ aspect of change) and the processes to use when planning and implementing various types of change.  The plentiful principles and methodologies are explained through scenarios and are accompanied by exercises for team or individual practice.  There are also notes on further reading.  The book is targeted at operational teams, but project teams will also benefit from its rich insights and depth.”

THE detailed content of the book

The book begins by taking the reader through variations of the Elisabeth Kübler-Ross’s change curve – where change is perceived as negative or positive.  It then explores how resistance can be useful, using Richard McKnight’s victim, survivor and navigator representations.

The reader is then guided on how to go about articulating the strategic context for change in a way that will help team members be aligned on the key messages to use with their stakeholders, and some influencing techniques that they might use to achieve lasting behavioural change.

The next chapter explores how to go about understanding stakeholders’ perspectives, before getting into communication, training and support techniques for effectively implementing and embedding change.

The final chapter explores how to measure benefits, impact and effectiveness of the change.

Supplemental content includes full page versions of charts and tables for use in the individual and team activities, a detailed coverage of the case studies used to illustrate the book, and some notes on further reading.

Cost and availability

Copies are priced at £10.00 each, plus packaging and posting, and can be ordered via the RiverRhee Publishing web page (http://www.riverrhee.com/publications/books/)

Future books for enhancing team effectiveness

Future books in “The Effective Team’s” workbook series will address other themes relating to RiverRhee Consulting’s work for enhancing team effectiveness.  Topics will include high performance teams, operational excellence, knowledge management, and facilitation.

Notes

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale (using training, coaching and consulting).

Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).

Recognising reactions to change, and responding to them


By Lucy Loh and Elisabeth Goodman

This is the second in our series of blogs on “Enhancing Team Effectiveness in a time of change” based on our forthcoming publication in Business Information Review, and other publications and seminars in progress.

[Note – If you like this blog you may be interested in purchasing a copy of The Effective Team’s Change Management Workbook – available from RiverRhee Publishing at £10.00 plus packaging and posting.]

In our previous blog (Enhancing team effectiveness in a time of change – an introduction), we described the challenges being faced by organisations, teams and individuals and the impact that these changes have on them.  Today’s blog focuses more on recognising reactions to change by individuals and in teams, and how to respond to them.

Understanding the change cycle: the Kübler-Ross change curve

This approach was developed by Elisabeth Kübler-Ross and was based on her work with people confronting grief.  It illustrates the typical stages that people go through in response to change, and is at the core of most approaches to managing change.

Whether the people affected view a particular change as predominantly positive and to be welcomed, or as something negative, they will go through some version of this change cycle.

In this description, the stages are named for the prevalent emotion or activity experienced.

When a substantial change happens, many parts of the organisation are affected and go through this curve and at different rates.  Within any one team, the individual team members go through the change curve at different rates.

Using the change curve to support team effectiveness during change

It is important for leaders of affected teams to recognise that they too are travelling through the change curve.  They will need the emotional resilience to travel through the change curve quickly themselves.  This gives them the capacity to monitor the responses of the team members, supporting each one according to where they are in the cycle, and assisting them if they get ‘stuck’ at a particular point.

The flexible leader will recognise that some members will focus on the rational reasons for the change and view it as a ‘task’, whilst others are more likely to focus on the people impact and the disruption to relationships.  Both are likely to go through the curve in different ways, and so require a different management approach.

All change involves ‘letting go’ of something, and it is important to actively create space for this to happen.  In one reorganisation where a team was broken up, they held a celebration party, where they acknowledged all the learning and accomplishments they had achieved together; this was their way of letting go in a positive way, and developing energy and resources for each of them to take forwards.

In another team, where a team member was stuck in depression, the team leader spent time listening to that person and their sadness about what they were leaving behind, and then gradually coached them into seeing some possibilities in the future.  Other resilient team members can also support their colleagues in an informal way.

The people with whom the team interacts (its stakeholders, suppliers and customers) may also be going through change, and so the same principles apply.  At a time of change, a number of people will not be operating at their best, and yet much is expected of them.  It is a time for mutual respect and support!

Our next blog will explore the tools that can be used with teams to support them during their change journey.

Notes

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale. Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).

Lucy Loh is the Owner and Principal Consultant at Lucy Loh Consulting, a consultancy that helps businesses and organisations develop their business plans, and manage change in their organisations and teams to be able to deliver those plans.  She is also a RiverRhee Consulting Associate.  Lucy has 25 years’ experience in BioPharma, where she has held management roles in strategy development and all aspects of performance management, as well as extensive internal consulting.  Lucy has expertise and experience in organisation development, benefits management and in designing and leading business change. She is a certified Master Practitioner of NeuroLinguistic Programming (NLP), which enhances her work in change management and individual coaching.  She is also an accredited trainer with the Institute of Leadership and Management for Strategic Leadership.