某咨询项目转变促成的方法.ppt

1 There are three key points to note about the phases of transition: The personal transition process described depicts a possible course that a typical person might transition through, although it is possible to begin anywhere along the continuum. It is important to note that not everyone will progress or transition at the same rate. Consider a Marathon as an example: Like transition, marathons are “run” at different paces by different people. In a marathon the runners at the front of the pack are off immediately once the gun goes off. But the people in the back might not have even heard the gun and may only get word of the start through word of mouth from other runners. Sooner or later these people in the back begin to move their legs and take small strides, meanwhile the front runners are well into the race. Sometime later the runners at the back just begin to fully hit their stride about the same time the first runners are crossing the finish line. As employees progress along the continuum some may loop back to an earlier phase. The route is not always one way, nor always forward or “in synch” with everyone else. As people transition through the ending phase feelings vary greatly, from the excitement and anticipation of a new world, to the frustration and reservation of relinquishing something “familiar.” Common emotional responses in the ending phase include: uncertainty denial frustration anger sadness reservation apathy or lack of interest anticipation excitement The first reaction to new change is frequently a feeling of uncertainty or even denial. Change brings about a period that forces people to let go of the familiar, something comfortable, the predictable. Furthermore, people, during this phase, are often very focused on the personal impact the change may have on them. Now that we understand what change feels like in the ending phase, it’s important to understand how to recognize it in the behaviour of employees. Some common behaviours include: