The Resilience Factor: Employees Don’t Like Uncertainty So How Do You Get Them to Embrace Change?

Is a vision a necessary first step for a manager to lead change? Which comes first — knowledge
or action — when making change in the workplace? Should change be well-planned before
implementing or be done more incrementally? Why do employees resist and often sabotage
change? How can a manager help employees to better handle the constant stress of deadlines and
customers issues?

The answers to these and other questions on leading change are addressed in this workshop.
Concepts such as broadening and building, provisional truth, and positive deviance will be
covered to deepen managers’ understanding of the internal process of change for any employee.
The benefits of chunking change, rituals associated with change and allowing a certain level of
messiness as change proceeds are explored for their value in driving progress.