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Adults
Adults/Unit 5: Change Management

Vocabulary

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Transition

"Moving state."

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Resistance

"Pushing back."

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Adapt

"Change self."

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Status Quo

"Current state."

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Pivot

"Turn direction."

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Implement

"Put into action."

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Stakeholder

"Interested party."

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Vision

"Future view."

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Uncertainty

"Not knowing."

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Agile

"Move fast."

Article

Adapt or Die

Change is hard. Humans hate it. We are wired for the status quo. Leading a company through a merger, a pivot, or a restructuring requires high EQ.

The Change Curve Shock -> Denial -> Anger -> Depression -> Acceptance -> Integration. Employees grieve the old way. You must guide them through the valley of despair.

Communication In a vacuum of information, rumors thrive. Communicate 10x more than you think is necessary during change. Transparency builds trust.

Early Adopters Find the people who like the change. Use them to convince the others. You cannot drag the whole company alone.

Discussion

Questions

  • 1Do you like change?
  • 2What is the biggest change you have experienced?
  • 3Why do people resist change?
  • 4How do you help someone who is stuck?
  • 5Is 'disruption' always good?

Further Discussion

  • 1Is progress an illusion?
  • 2Will AI force us to change too fast?
  • 3Is stability better than growth?

Practice

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Score: 0
1.

The current state of things is the...

2.

Changing the fundamental direction of a business is a...

3.

The process or a period of changing from one state or condition to another constitutes a...

4.

The refusal to accept or comply with something; the attempt to prevent something by action or argument constitutes...

5.

Make (something) suitable for a new use or purpose; modify constitutes...

6.

Put (a decision, plan, agreement, etc.) into effect is to...

7.

A person with an interest or concern in something, especially a business is a...

8.

A state of doubt about the future or about what is the right thing to do constitutes...

9.

Able to move quickly and easily is being...

10.

The current state of affairs is the...

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