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1、ChangeManagementPersonalTransitionsPersonaltransitionsOrganizationalchangeinvolvesachangeinsituationalfactors(suchastechnology,structures,andsystems)andaseriesofpersonaltransitionsforallthoseaffectedNewstructuresandsystemsmaynotworkasplanneduntilorganizationalmembersletgo
2、ofthewaythingsusedtobeandadjusttothenewsituation2THETHEORY&PRACTICEOFCHANGEMANAGEMENT3rdEdition,JohnHayes,Palgrave,2010IncrementalanddiscontinuouschangesIndividuals,justlikeorganizations,canbeconfrontedwithincrementalordiscontinuouschangesIncrementalchangesdonotpresentany
3、seriouschallengetotheassumptionswemakeabouthowwerelatetotheworldaroundus,butdiscontinuouschangesdo.3THETHEORY&PRACTICEOFCHANGEMANAGEMENT3rdEdition,JohnHayes,Palgrave,2010PersonaltransitionsDiscontinuouschangesthathavelastingeffects,takeplaceoverarelativelyshortperiodoftim
4、eandaffectlargeareasoftheassumptiveworldareexperiencedaspersonaltransitions.4THETHEORY&PRACTICEOFCHANGEMANAGEMENT3rdEdition,JohnHayes,Palgrave,2010YourexperienceofpersonaltransitionsThinkaboutatransitionthatyouhaveexperienced.Didyourfeelingsand/orbehaviourchangeduringthet
5、ransition?Ifso,how?Areyouabletoidentifyanystageswhichhighlightdifferencesinthewayyoureactedtothetransition?Ifso,whatarethestages?5THETHEORY&PRACTICEOFCHANGEMANAGEMENT3rdEdition,JohnHayes,Palgrave,2010ThepersonalcostofcopingwithtransitionsStudieshavefoundalinkbetweenthemag
6、nitudeoflifechanges–irrespectiveofthedesirabilityofthechanges–andillnesssusceptibilityThisrelationshipcanbemoderatedbyindividualdifferences(e.g.hardinessandselfesteem)andpastexperience6THETHEORY&PRACTICEOFCHANGEMANAGEMENT3rdEdition,JohnHayes,Palgrave,2010Organizationalcha
7、ngeandpersonaltransitionsTransitionsbeginwithanendingandthengoontoanewbeginningviaaneutralzone7ENDINGBEGINNINGNEUTRALZONEBridges’modeloftransition8ENDINGEndingsinvolvelettinggoofoldsituationsandoldidentitiesUntilthishashappeneditisdifficulttoengageinnewrolesorpursuenewpur
8、poses.Bridges'modelofTransitionBridges'modelofTransition9NEUTRALZONETheneutralzoneofteninvolvesd
