1	“Adapting with Change” An Open Meeting Addressing Acquisition of Our Company by “Mega” Corporation At a Departmental Level: How Do We Cope? A Plan for Merging at a Departmental Level December 24, 2005
2	Meeting Agenda Discuss change in general Discuss the effects of recent changes to the department Address any concerns Plan to move forward
3	Meeting Format Presentation, but ask any questions as we go along Open Discussion afterward until Meeting end time Follow-up after Meeting
4	Change in General Bridges’ Model has 3 stages: The Ending – One asks the individuals to let go of the way things used to be. A sense of loss is normal. Shifting Into Neutral – This is characterized by feelings of confusion and disorientation due to change. “Coping with it takes most of people’s energy.” (Bridges & Mitchell, 2000) The new plan, picture, purpose, and roles are communicated. Moving Forward – This is a new beginning. It requires people to behave in a new way. Focus has been shifted to the new vision. Encouraging enthusiasm, training, new rituals, and incentives are tools that can focus and reward those who are trying to work in the new way.(Hart, 2003)
5	Cycles of Change
6	Some Effects of Change on Department Potential change in number and composition of staff New people to work with New relationships with other departments Cultural shift in business More hierarchical communications structure More formalized rules and procedures Work incentives changed Disruption of communication Old way of extradepartmental communication may be disrupted and going to have to move forward, have to establish new ways of communication where needed There may be time delays, resource issues Let management know ASAP New opportunities
7	Points for Discussion This has been decided by senior management and there is nothing that can be done to change this, so we need to accept this and move on. This may take time to adjust. Feelings about this normal, may include: Frustration Sense of loss: people missing, turf, structure, future, meaning, and control Confusion Resources: immediate manager, me, health service, behavioral health, weekly support sessions
8	Points for Discussion “Mega” culture might take some getting used to More bureaucratic, more formalized than before Changes in Information Sharing, Goal Setting, Power Structure, Rewards Systems, Motivational Systems, and Management Style of senior and lower department heads Use “chain of command” to get what you need…if information you need to do your job well and retain customers is still missing, let me know. Speak up about errors that you may anticipate or may see. Normal to have some bumps and jiggles in the road as things roll out. New members of the team may be arriving from “Mega”. Please make them feel as welcome as you would like to have them make you feel. Just like in baseball, players get traded, opponents become teammates. Look for new opportunities you gain by being part of a larger corporation
9	Points for Discussion The future of current projects
10	Summary
11	References & Credits Becker, Lynn A. , DP Associates, Inc., Why Change Initiatives Fail (Again and Again and…), Change Management and its Effect on the Practice of Leadership, May 2003, Retrieved September 4, 2005 from http://www.stc.org/50thConf/Session_Materials/dataShow.asp?ID=306 Bridges, William, and Mitchell, Susan, “Leading Transition: A New Model for Change”, Leader to Leader, No. 16 Spring 2000 Retrieved September 5, 2005 from http://www.pfdf.org/leaderbooks/l2l/spring2000/bridges.html JOHN A. Byrne, John A., August 6, 1998, “HOW JACK WELCH RUNS GE: A Close-up Look at How America's #1 Manager Runs GE” , Business Week, The McGraw-Hill Companies Inc. , Retrieved September 9, 2005 from http://www.businessweek.com/1998/23/b3581001.htm Deming, W. E. (1986). "Out of the crisis." Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study. “Force Field Analysis”, 12Manage Rigor and Relevance Retrieved September 5, 2005 from http://www.12manage.com/methods_lewin_force_field_analysis.html “Force Field Analysis: Understanding the Pressures for and Against Change”, Mind Tools Retrieved 5 September 2005 from http://www.mindtools.com/pages/article/newTED_06.htm Hart, Beth, “Managing Transitions in Complex Change Efforts: A summary article of William Bridges’ book Surviving Corporate Transition”, March 3, 2003, California Center for Community-School Partnerships/Healthy Start Field Office, CRESS Center, School of Education, University of California, Davis Retrieved 03 Sept 2005 from http://hsfo.ucdavis.edu/download/managetransistion.pdf Slater, Robert, Jack Welch & The G.E. Way: Management Insights and Leadership Secrets of the Legendary CEO (Hardcover), McGraw-Hill; 1 edition (July 31, 1998) Magazine Cover Image of Jack Welch, August 6, 1998, Business Week, Cover, Retrieved September 9, 2005 from http://www.businessweek.com/1998/23/art23/23covdc.jpg Photo of William Bridges, (n.d) Retrieved 9 September 2005 from http://www.pfdf.org/images/photos/bridges_small.jpg Image of “Change Cycle” from: Becker, Lynn A. , DP Associates, Inc., Why Change Initiatives Fail (Again and Again and…), Change Management and its Effect on the Practice of Leadership, May 2003, Retrieved September 4, 2005 from http://www.stc.org/50thConf/Session_Materials/dataShow.asp?ID=306