Frontline Leader Program

Managing Change
 Managing Change
Course Objectives
You will learn to:
• Prepare to effectively communicate the business strategies and rationale
that are driving the need for change.
• Utilise three actions to accelerate the implementation of workplace
change.
• Recognise the nature of resistance and use a set of skills to uncover and
respond to that resistance.
• Determine aspects of the change that can be controlled or influenced.
• Use essential interaction skills to conduct effective discussions that help
your team members move closer to embracing change.
• Apply tips, tools, and techniques to support your team members and
encourage them to commit to change initiatives more quickly.

Applying these concepts/skills will enable you to:

• Accelerate the process of making change happen.
• Clearly communicate the business rationale for the change and the
benefits it can bring to team members and the organisation.
• Create an environment that is conducive to change in which team
members are more readily prepared for change initiatives.
• Minimise the potential negative effects change can have on
productivity, morale, and collaboration.
• Turn resistance into commitment and inspire team members to take
ownership of the change.

© Development Dimensions International, Inc., 2019. Pittsburgh, Pennsylvania. All rights reserved under U.S., International, and Universal
Copyright Conventions. Published in the United States of America, the United Kingdom, Canada, Australia, and other countries. Development
Dimensions International, Inc., prohibits the reproduction of any portion of these materials in any medium without prior written agreement.
These materials must be used with related printed and digital materials and digital media. Such materials and media are not intended for
or authorized for use by others. DDI and marks designated with ® or TM are trademarks of Development Dimensions International, Inc., and
may not be used without the prior written agreement of Development Dimensions International, Inc.
 Managing Change

Change Is Your Business

Approximately 70 percent of workplace change initiatives fail shortly after they are
implemented. * The likely cause? It’s not because leaders don’t know what to do to implement
workplace change but rather because they aren’t skilled in how to implement change.

Effectively implementing change means helping team members to accept and even embrace
change more quickly. Three actions, or Change Accelerators, can help you do that:
• Describe what’s changing and why.
• Seek reactions and feelings.
• Regain a sense of control.

What and Why

People tend to respond more favourably to
change when they understand the business
reasons for it and can see its benefits.

Reactions
Seeking people’s
reactions helps
them feel heard and
Control involved in what’s
If people learn that they happening, which can
can control aspects of the go a long way toward
change or at least have some building trust and
influence over them, they’ll be commitment.
more open to change and more
likely to take steps toward embracing it.

* This statistic was taken from “Leading Change: Why Transformation Efforts Fail” by John P. Kotter in the Harvard Business Review (March–
April 1995) and The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations (1999, Doubleday) by Peter M.
Senge and has been supported in numerous studies.

© Development Dimensions International, Inc., 2019. All rights reserved. 1

 Managing Change

Change Reactions Continuum

People will react to a specific change in different ways. Some might completely oppose it, while
others take a “wait and see” approach. And still others might look forward to the change.

The continuum below reflects a range of four common reactions people can have and what
those reactions can look and sound like. A person could be anywhere on or in between
positions. Your role as a leader is to help your team members move closer to embracing the
change.

• Views the change • Sees the change as • Sees the change as • Views the change
as negative. uncontrollable and ultimately positive as positive and
• Loudly voices undesirable. but unmanageable. manageable.
negative opinions • Passively accepts • Is uncomfortable • Clearly understands
about the change the change, but with the change, the reasons for
or questions it makes little or no but goes along with the change and
repeatedly. progress or effort it out of loyalty to anticipates the
• Works to show that toward helping to those involved. benefits it will bring.
the change is not implement it. • Thinks the change • Works hard to
necessary, possible, • Focuses on what is inevitable, and incorporate the
or acceptable. is staying the it’s just a matter of change into daily
• Faces the change same, rather than accepting it. work.
by fighting or acknowledging • Is ambivalent to the • Faces the change
resisting it. what will be change. by trying new ways
different. to make it work.
• Feels a lack of • Tends to use
control over the • Strictly adheres old rather than • Is comfortable with
situation. to established new methods or a certain level of risk
practices and procedures. or ambiguity.
processes.

© Development Dimensions International, Inc., 2019. All rights reserved. 2

 Managing Change

Key Principles: Meeting Personal Needs

Change can elicit a range of emotions—from confusion to fear. Those emotions can form a
barrier that prevents team members from seeing true benefits. And their personal need to feel
listened to and involved becomes even greater.

Before you can expect people to embrace change, it’s important to acknowledge and address
those personal needs. You can do this with Key Principles.

Empathy and Involvement

While all five Key Principles are valuable, Empathy and Involvement are particularly important
during change.

Key Principles How to Meet the Personal Needs of Change

Maintain or enhance self-esteem. Express confidence in your team’s ability to carry out the
change.

Listen and respond with empathy. Acknowledge the emotions people are expressing about
the change so they feel heard and understood.

Ask for help and encourage Help team members feel involved and more in control of
involvement. the situation.

Share thoughts, feelings, and Share your thoughts and feelings about the change to
rationale. (to build trust) help build trust with your team members and encourage
them to share their feelings with you. Share the rationale
for the change to gain their commitment.

Provide support without removing Encourage people and provide support while holding
responsibility. (to build ownership) them responsible for implementing the change.

© Development Dimensions International, Inc., 2019. All rights reserved. 3

 Managing Change

Activity: Seeking Reactions

What Would You Say?
Part 1
Determine what you would say to use either the Empathy and/or Involvement Key Principle in
response to each person’s reaction.

Reaction #1
I’m not surprised that they’re asking us to take on the additional tasks. I just don’t know
how we’re going to keep up, but I guess that’s just the way it’s going to be. Just keep
piling on the work!

What emotions is this person expressing?

What would you say to use Empathy and/or Involvement? Provide specific dialog.

Reaction #2
That’s what they said last time: “The success of the company depends on implementing
this change.” So we all worked like crazy to make the change, and then nothing
happened—no big improvements, no big cost savings—just more work for us. And now,
they’ve got another ‘brilliant idea’ that they say can’t miss.

What emotions is this person expressing?

What would you say to use Empathy and/or Involvement? Provide specific dialog.

© Development Dimensions International, Inc., 2019. All rights reserved. 4

 Managing Change

Part 2
Your Situation
Identify someone on your team who is closer to the Resisting side of the continuum.

Describe that person’s reaction to the change. What has the person said or done (or
what might the person say or do)?

What emotions is this person expressing?

What would you say in response to the team member, using Empathy and/or
Involvement? Provide specific dialog.

© Development Dimensions International, Inc., 2019. All rights reserved. 5

 Managing Change

Control Discussion
With a partner:
• Discuss the factors you’ve identified and categorised as Control, No Control, or Influence
regarding your change situation and share your rationale.
• Coach each other by asking the following questions:
−− Is there an aspect of a No Control factor that your team could influence? Why or why
not?
−− Can your team influence someone who can influence this No Control factor?

Areas of Control
For your situation, note which aspects of the change your team might be able to control or
influence. Back at the workplace, share these areas with your team members and seek their
insights.

Control Influence No Control

© Development Dimensions International, Inc., 2019. All rights reserved. 6

 Managing Change

Interaction Essentials sm

In addition to focusing on people’s personal needs, when implementing change, you also must
address their practical needs, such as helping them to understand what they’re expected to
do differently and to agree on how everyone will monitor the change. By using the Interaction
Essentials, you can meet both the personal and practical needs of individuals as they move
closer to embracing change.

The Interaction Essentials are:

• Key Principles (to meet personal needs).
• Interaction Guidelines (to meet practical needs).

Key Principles Interaction Guidelines

Key Principles can be used Five Interaction Guidelines
anytime to relate to others provide structure and direction
in a way that addresses to your discussions so that you
their personal need to feel can meet the practical need
appreciated, understood, and of achieving your objectives.
involved.
• Open
• Esteem
• Clarify
• Empathy
• Develop
• Involvement
• Agree
• Share
• Close
• Support

Check for understanding and make procedural suggestions ensures that everyone
understands what’s been said and keep the discussion moving forward.

© Development Dimensions International, Inc., 2019. All rights reserved. 7

 Managing Change

Interaction Guidelines:
Meeting Practical Needs
During change, people have practical needs, such as the need to:
• Understand what they’re expected to do differently.
• Obtain the proper tools, training, skills, or equipment needed to make the change happen.

The Interaction Guidelines help you meet these practical needs by providing a step-by-step
framework for leading a discussion about the change. You’ll find the Change Accelerators are
very useful in the first three steps of the discussion.

During These Interaction Guidelines. . . Use These Change Accelerators. . .

OPEN by identifying what is changing

and why.
Describe what’s changing and why.
• Describe purpose of discussion
• Identify importance

CLARIFY how the change affects the

person or team.
• Seek and share information about the Seek reactions and feelings.
situation
• Seek issues and concerns

DEVELOP ideas for implementing the

change.
Regain a sense of control.
• Seek and discuss ideas
• Explore needed resources/support

© Development Dimensions International, Inc., 2019. All rights reserved. 8

 Managing Change

Video Activity: Change Reactions

Part 1
Note how each team member expresses his or her feelings about the change

Sam

Donna

Derek

© Development Dimensions International, Inc., 2019. All rights reserved. 9

 Managing Change

Part 2
Key Principles Team
• In the following script, identify where Glenn uses the Empathy and Involvement Key Principles.
• In the right column, describe the impact the Key Principles have on the team members.

Change Accelerators Teams

• In the following script, identify where Glenn uses your team’s assigned Change Accelerator.
• In the right column, describe the impact the Change Accelerators have on the team
members.

Describe Impact
Identify Key Principles and Change Accelerators
on Team
Derek: This is fine for Sam. He loves this continuous
improvement stuff. Me, I just want to do my job.

Glenn: . . . Talking about the change?

Derek: Yes.
Glenn: I’m sure you have questions and concerns. Let’s talk
about it. So, what were you all thinking after you left the
meeting? How are you feeling about this new process?
Derek: I don’t think it’s fair.
Glenn: How so?
Derek: That’s always been a supervisor’s job. Now it’s ours.
Glenn: Right.
Derek: Supervisors get paid to do that kind of work. I don’t see us
getting any more pay. Celebrations and coffee mugs are
fine, but . . .
Glenn: I understand. We’re asking you to take on something that
the supervisors have always been responsible for with no
immediate payoff. That might seem unfair.
Derek: That’s how I see it.
Glenn: This is a new responsibility—absolutely. But it’s also
something I believe we have to do. Our company is doing
well, but the competition is tough and getting tougher.
This will help us stay ahead. (to Donna and Sam) How are
you feeling about this?
Donna: To be honest, I’m not really sure.

© Development Dimensions International, Inc., 2019. All rights reserved. 10

 Managing Change

Describe Impact
Identify Key Principles and Change Accelerators
on Team
Sam: Well, the way I see it, once everyone is more involved and
taking the lead in continuous improvement, we’ll come up
with even better ideas. And get better at implementing
them.
Derek: That’s fine, but it still means a lot more work for us, on top
of our regular jobs.
Donna: Derek has a point. This is more work, but Sam’s right too.
With more people involved, we’ll get better ideas.
Glenn: You’re right. There’ll be a lot of new things for all of us to
do, and that’s something we’ll have to discuss. Donna,
you said you were unsure. Tell me what you’re concerned
about.
Donna: It just seems . . . complicated. And I didn’t understand . . .
are we all supposed to take the lead on working through
the process?
Glenn: I’ll be asking for volunteers to take the lead, and we’ll
discuss how we divide responsibility for working through the
process. But before we get to that point, I want to make
sure that you all are comfortable with the process itself and
the new form.
Donna: Good. I just need to understand this a little better.
Glenn: You feel hesitant and you want to know more about this
new responsibility before committing. I get that. I bet a lot
of people feel like that. Any other concerns or reactions?
Donna: No, that’s it. I’m sure I’ll have more questions later.
Glenn: And I’ll try to answer them. (to all) I appreciate your
honesty. I want to hear all your perspectives. I’d like to
continue this during tomorrow’s start-up meeting. Would
that be OK with you?
Donna: All right with me.
Sam: Sure.
Derek: Yeah, fine.
Glenn: Thanks . . .

Glenn: Well, now I know how they’re feeling about the

change. It’s important for me to know, even if I don’t
like everything that I hear.

© Development Dimensions International, Inc., 2019. All rights reserved. 11

 Managing Change

Describe Impact
Identify Key Principles and Change Accelerators
on Team
Derek: . . . I’m sorry, but this is just too much for us to take on right
now. Cause analysis, implementation plans, diagrams—
how are we supposed to do all of this and still do our jobs?
...
Sam: Here we go again. Derek still doesn’t get it.

Glenn: . . . I understand that you’re concerned about how we’re

going to get this all done. Look, this is a big change for
you and for me. Although I’m confident that the new form
and process will be a better way, I still don’t have all the
answers yet. My role is changing too, and that’s a little
unsettling for me.
Donna: So, it’s a big change for all of us.
Glenn: Yes, it is. But we have to do this. Our customers are
constantly comparing us to the competition. We need this
new process to remain competitive.
Derek: OK. I understand that we need to do this. But, I don’t
know how we’re going to do it.
Glenn: I believe we can make this work. This change doesn’t
mean that we don’t have any control. I’d like to talk
about what we can control.
Derek: Like what?
Glenn: Like how we learn the process, the first problems that
we work on, how we divide up responsibility for working
through the process using the form. Really, how we do this
is up to us.
Donna: Could we start with learning the process and
understanding this form better?
Derek: Good idea. These are just words on a piece of paper.
They handed us a form and said this is what you’re going
to use.
Glenn: OK. That’s a great place to start. Actually, you’ll find that
the form is pretty straightforward once you understand the
terminology and use it a few times.
Sam: You know, we might understand it better if we used some
past improvement ideas as an example.
Glenn: That’s great! We’ll use an idea we’re familiar with to work
through this.
Donna: And please, nothing too complicated.

© Development Dimensions International, Inc., 2019. All rights reserved. 12

 Managing Change

Describe Impact
Identify Key Principles and Change Accelerators
on Team
Glenn: I agree that we should start with something simple. That’ll
make it easier to focus on learning the process itself.
Alright, we’ve got quite a few past improvement ideas to
choose from. So, what should we do next?
Sam: I can look at some recent problem reports, pull three
or four that are pretty straightforward. Pick from those.
Sound good?
Donna: I like that.
Derek: OK.
Glenn: And then we need some time together to go through the
process.
Donna: That works for me.
Sam: Yes . . .
Glenn: I could see that Derek isn’t totally convinced yet. But
he stopped actively resisting and participated in the
discussion. That’s progress.

Glenn: . . . All right. Sam will have the problem reports this
afternoon. We’ll get back together next Wednesday. By
then, you’ll decide which one we’ll use to illustrate the
process.
Sam: Sounds good to me.
Donna: OK.
Derek: That should help.
Glenn: By the end of the month, someone will need to take the
lead on a continuous improvement idea, using the new
process form. We’ll continue to measure improvement
results just like we’ve been doing.
Derek: Well, it’s good to see something isn’t changing.
Glenn: I’m glad we were able to talk through your concerns. I
think we came up with a good plan that will help all of
us become comfortable with the process. Then we’ll be
ready to start looking at new ideas to tackle. Thanks,
everybody.

© Development Dimensions International, Inc., 2019. All rights reserved. 13

 Managing Change

Glenn’s Conversation Planner

Resisting Observing Accommodating Embracing

Key Principles

Describe purpose of the discussion. Identify what’s changing and why. ~~ Esteem
Tell how everyone will have a greater role in analysing and implementing continuous
{{ Empathy
Open

improvement ideas.
Show how change will enable us to act on ideas more quickly and stay ahead of the {{ Involvement
competition.
~~ Share
{{ Support

Seek and share information about how the change affects the person or team. {{ Esteem
Seek reactions and feelings: Find out each person’s true feelings about the change.
~~ Empathy
Clarify

Empathise: “I understand that you’re concerned about how we’ll get everything
done”. ~~ Involvement
Share: “I’m sure the new form and process will improve our processes.” “This is a big
change for me as well - my role’s changing too, which makes me a little anxious”
~~ Share
{{ Support

Seek and discuss ideas for implementing the change. {{ Esteem

Develop

Regain a sense of control: Explore aspects of the change that we, as a team, can
{{ Empathy
control or influence.
Use Involvement: “How would you like to learn the process for analysing continuous ~~ Involvement
improvement ideas?” ”What idea should we analyse first?
{{ Share
{{ Support

Agree on expectations, support needed, and how progress will be tracked. {{ Esteem
Seek next steps in the learning process. Reinforce that we’ll continue to use the same
{{ Empathy
Agree

measures of improvement results.

Summarise any decisions and specify actions the team members will take to learn ~~ Involvement
the process.
Offer my support where needed: Ask what the team needs to learn the process.
{{ Share
~~ Support

Summarise and confirm confidence and commitment. ~~ Esteem

Use Esteem and provide reassurance: Thank everyone for their good ideas and
{{ Empathy
Close

express confidence in each person’s ability to take on a more significant role in

continuous improvement. {{ Involvement
Check the team’s confidence level and commitment to implementing the change.
{{ Share
{{ Support

© Development Dimensions International, Inc., 2019. All rights reserved. 14

 Managing Change

Skill Practice Process

Three Roles
Take on one of three roles for each skill practice round:
• Skill user—Practices discussing his or her situation with the skill partner, using the skills.
• Skill partner—Participates in the discussion with the skill user by playing the role of the other
person in the situation.
• Observer—Watches for how the skills are used and provides feedback.

Three Rounds
Determine roles for each of three skill practice rounds. Record your name and the names of
your skill practice members on the assignment grid.

Assignment Grid
Names Round 1 Round 2 Round 3

Skill User Observer Skill Partner

Skill Partner Skill User Observer

Observer Skill Partner Skill User

Three Steps
Follow these three steps for each skill practice round.

1. Preparation 2. Interaction 3. Feedback

Skill user describes Skill user and partner Observer asks skill user and
situation and points out conduct the discussion. partner how the skills were
the skills they will focus on. Observer watches for how used and gives specific
the skills are used. feedback.

During the Skill Practice Process

• Skill user refers to the Discussion Planner they prepared on page16.
• Skill partner uses pages 17-18.
• Observer uses pages 19-20.

© Development Dimensions International, Inc., 2019. All rights reserved. 15

 Managing Change

Conversation Planner
Resisting Observing Accommodating Embracing

Key Principles

Describe purpose of the discussion. Identify what’s changing and why. {{ Esteem
{{ Empathy
Open

{{ Involvement
{{ Share
{{ Support

Seek and share information about how the change affects the person or team. {{ Esteem
{{ Empathy
Clarify

{{ Involvement
{{ Share
{{ Support

Seek and discuss ideas for implementing the change. {{ Esteem

Develop

{{ Empathy
{{ Involvement
{{ Share
{{ Support

Agree on expectations, support needed, and how progress will be tracked. {{ Esteem
{{ Empathy
Agree

{{ Involvement
{{ Share
{{ Support

Summarise and confirm confidence and commitment. {{ Esteem

{{ Empathy
Close

{{ Involvement
{{ Share
{{ Support

© Development Dimensions International, Inc., 2019. All rights reserved. 16

 Managing Change

Skill Partner
Preparation
Ask the skill user the following questions so you can better understand what your perspective
should be as the skill partner and to prepare for how you will respond during the interaction.

• What change will you discuss with you?

• What feelings, reactions, issues, or concerns do I have about the change, and how can they
be addressed in a way that would help me move closer to embracing the change?

• What are some actions I will propose?

Interactions
Referring to your preparation notes, participant in the discussion and respond to the skill user’s
use of the skills. Below, record your observations and feelings about the discussion.

Feedback
Answer the observer’s questions about the interaction and how you felt.

© Development Dimensions International, Inc., 2019. All rights reserved. 17

 Managing Change

Partner Notes

© Development Dimensions International, Inc., 2019. All rights reserved. 18

 Managing Change

Observer
Preparation
1. Listen as the skill user describes his or her situation.
2. Ask the skill user: Which Key Principles will you focus on during the discussion?
Place a check mark next to those skills.
{{ Esteem {{ Empathy {{ Involvement {{ Share {{ Support

Interaction
During the discussion:
• Record on page 20 what the skill user says or does to use the skills. Note specific dialog.
Watch for the skill partner’s reaction as well.
• Identify any missed opportunities to use the skills.
• Be prepared to share what the skill user could have done more effectively.

Feedback
Lead the feedback discussion with the following questions:
1. Ask the skill user:
−− What do you think you did well in using the skills?
−− What could you have done more effectively?
−− What would you do differently next time?
2. Using your notes on the next page, provide the following feedback to the skill user:
−− What he or she did well in using the skills.
−− Missed opportunities to use the skills.
−− What he or she could have done more effectively.
3. Ask the skill partner:
−− How did you feel during the discussion?
−− Was there a point where you began to feel more positively about the situation? What did
the skill user say or do at that point?

© Development Dimensions International, Inc., 2019. All rights reserved. 19

 Managing Change

Observer Notes
1. OPEN by identifying what’s changing and why.
−− Describe purpose of discussion
−− Identify importance

2. CLARIFY how the change affects the person or team.

−− Seek and share information about the situation
−− Seek issues and concerns

3. DEVELOP ideas for implementing the change

−− Seek and discuss ideas
−− Explore needed resources/support

© Development Dimensions International, Inc., 2019. All rights reserved. 20

 Managing Change

Action Plan for Driving Change

Determine specific actions you will take to accelerate your workplace change and record them
below. Ask yourself: What do I need to do, starting now? What will I need to do, or continue
doing, moving forward? How will I monitor progress and measure results?

Today’s date:

Change Accelerators

{{ Describe what’s changing and why. • How will I know whether I’ve been
What additional information might I need to successful?
describe the rationale for or benefits of the
• How will I measure the results of this
change? Whom can I contact to gather this
application?
information?

{{ Seek reactions and feelings. • How will I know whether I’ve been
How do my team members feel about the successful?
change? What feedback might they have
• How will I measure the results of this
that others have not considered? How will
application?
I use Key Principles to seek reactions and
concerns?

{{ Regain a sense of control. • How will I know whether I’ve been

What factors or aspects of the change can successful?
my team and I control or influence? How will
• How will I measure the results of this
I involve team members in identifying areas of
application?
influence?

© Development Dimensions International, Inc., 2019. All rights reserved. 21

 Managing Change

Reflections
How has this session changed my perspective on workplace change?

From all that I’ve experienced in this session, what would be the most helpful to share with my
team?

Who in my organisation effectively uses the skills or knowledge I’ve learned, and how can I
continue to develop through this person’s example?

How can I use the skills from this session outside my work - with my family, community, etc.?

© Development Dimensions International, Inc., 2019. All rights reserved. 22

 Managing Change

Notes

© Development Dimensions International, Inc., 2019. All rights reserved. 23

 Managing Change

Notes

© Development Dimensions International, Inc., 2019. All rights reserved. 24

Notes
Learn more about DDI by visiting www.ddiworld.com

© Development Dimensions International, Inc., 2019. All rights reserved. This publication is printed entirely on
paper from certified sustainable resources and is part of our larger commitment to environmental, corporate,
and social sustainability.
Managing Change
 Frontline Leader ► Managing Change
Job Aid

Change Accelerators

Three Change Accelerators help you implement

change more quickly with your team members:
• Describe what’s changing and why.
• Seek reactions and feelings.
• Regain a sense of control.

Change Reactions Continuum

The continuum reflects a range of four common reactions people can have to change and what those
reactions can look and sound like. During a change a person could be anywhere on or in between positions
on the continuum. Your role as a leader is to help your team members move closer to embracing change.

Interaction EssentialsSM
The Empathy and The Interaction
Involvement Key Principles Guidelines help you meet
are particularly important in practical needs by
addressing people’s personal providing a step-by-step
needs to feel heard and framework for a change
involved when experiencing discussion.
change.
The Change Accelerators
Use Empathy to acknowledge are very useful in OPEN,
and respond to others’ CLARIFY, and DEVELOP.
reactions and feelings.
Use Involvement when you
seek reactions and feelings
and to help people regain a
sense of control.

© Development Dimensions International, Inc., 2019. All rights reserved.

1│ Permission is granted to reproduce this document for internal use only.
 Managing Change

Tips for Accelerating Change

DESCRIBE Ask open-ended Provide relevant, Encourage people Recognise previous
what’s questions to compelling to share insights successful
changing determine if information to enable and lessons initiatives: “Thanks
and why people people to move learned to help to your efforts, we
understand the forward; assist people others embrace were successful in
whys and hows of in finding answers to the change more past initiatives. I
a change. critical questions and quickly. don’t see any
identify exactly what (Involvement) reason why we
they are expected to can’t be successful
do to carry out the this time too.”
change (to gain their (Esteem)
commitment and
Support).

SEEK Draw out Acknowledge Provide a forum for Create a list of pros
REACTIONS concerns, feelings of anxiety or sharing ideas and and cons about
and feelings questions, and discomfort: “I know suggestions: “It the change and
ideas: “How are you were would be helpful to discuss them
you feeling about comfortable with the hear your openly. Disclose
this change?” current process, and perspective. Would your concerns.
and “What ideas you’re anxious about you be willing to (Share)
do you have for learning a new share your thoughts
making it work?” system.” (Empathy) at our next team
(Involvement) meeting?”
(Involvement)

Regain a Work together Acknowledge Encourage Encourage Help people

SENSE OF to identify when people commitment, people to think identify
CONTROL aspects of the might be not just of the positives: manageable
change that feeling a lack compliance: “You know this goals they are
people can of control: “I “You’ve process best— responsible for
control or know you accepted the what are your implementing.
influence. Ask if might feel that change. Now ideas for Suggest
they would be everything is let’s talk about making it more incremental
willing to lead out of control, what you can efficient?” steps. (Support)
the charge in so I’d like to do to start (Esteem and
implementing take a few moving Involvement)
those aspects minutes to talk forward with
of the change. about what implementing
(Support and aspects of this it.”
Involvement) change you (Involvement)
might
influence.”
(Empathy)

© Development Dimensions International, Inc., 2019. All rights reserved.

2│ Permission is granted to reproduce this document for internal use only.
 Frontline Leader ► Managing Change
Conversation Planner

Topic/Issue to discuss:

Resisting Observing Accommodating Embracing

Key Principles
Describe purpose of the discussion. Identify what’s changing and why.  Esteem
 Empathy
Open

 Involvement
 Share
 Support

Seek and share information about how the change affects the person or team.  Esteem
 Empathy
Clarify

 Involvement
 Share
 Support

Seek and discuss ideas for implementing the change.  Esteem

Develop

 Empathy
 Involvement
 Share
 Support

Agree on expectations, support needed, and how progress will be tracked.  Esteem
 Empathy
Agree

 Involvement
 Share
 Support

Summarise and confirm confidence and commitment.  Esteem

 Empathy
Close

 Involvement
 Share
 Support

© Development Dimensions International, Inc., 2019. All rights reserved.

1│ Permission is granted to reproduce this document for internal use only.