ercises. Before you begin the module, hang butterflies on the wall and drape the yarn
into the appropriate shape.
VARIATIONS
John L. Bennett, in his article in the September 2001 issue of HR Magazine,identified
a number of things leaders can do to deal with change. Consider using these prepared
suggestions, especially if your group is not a talkative one. Put each suggestion on an
index card, and ask each participant to pick one and talk about it.
Admit that many changes cannot be controlled; they are imposed upon us.
Talk about one of these changes.
Identify those things, events, emotions, and responses that you can control, as
opposed to what you can only influence. What might some appropriate
actions be? Seek to understand the change being implemented and your response to it
before you attempt to have others understand you and your response.
Describe a time when you used this strategy.
Develop or strengthen your network of support for embracing the change.
Which people are most likely to help you embrace the change? Increase your conscious attention to maintaining a balanced, healthy lifestyle:
mental, emotional, physical, and spiritual. Where are you planning to begin?
Seek to understand the origin of your fears, anger, and resentments about the
change. Discuss one of the issues you face. Consciously develop a plan to overcome the causes of resistance to change
and build on your strengths. Don’t focus on your disappointment and
weaknesses. Where might you begin?
Look for the positive benefits of embracing the change, rather than dwell on
the past or any negative implications you perceive. Share an example. Realize that change is likely to occur, whether or not you embrace it. What is
one positive thing you can do?REFERENCES
Bennett, John L. “Change Happens.” HR Magazine42 (September 2001): 148–156.
Bridges, William. Managing Transitions: Making the Most of Change. Reading MA:
Addision Wesley, 1991.
Kubler-Ross, Elisabeth. On Death and Dying. NY: Schribner Book Co., 1997.
TO THINE OWN SELF BE TRUE^117