【正文】 el frustrated, and in other ways get paralyzed. In situations like this, I find that the most helpful thing I can do is to share my “problem” with the client. Why should I assume that I always know what to do next? In as much as it is the client’s problem and reality we are dealing with, it is entirely appropriate for me to involve the client in my own efforts to be helpful.ModuleFacilitatorfocusprocessmunicationexposingofFollowingDualHumility? PatienceFacilitationeffectively? Sortingparticipants? Climate1PartSolvingBono’sHatFacts,HatCautions,HatIdeas,aboutLevelsstress3/Paralyses1Thinker ExtremelyDisbelief,isNoideadoesgoing,Can’tLeavespeople,hold,intoforming,NegativeminorProblemDoesback,pictureEnjoysEnjoysenjoyment,Experience,Ultimateminded,others,thinkingRationalises,Happensus,oftimes,alikeTheModels“MentalheldhowimagestothinkingweoforhaveofisseeingforcreateweAdvocacyLearningOver/InquiryPromptlistenencouragingTellgoingisthemeon.lgiveofyouofwhatWhenhappen?TypesInquiryto.didthat??Whatdidreact?actionsdodidyou?Whythethat?presentWhatdoWhatto/owntheaboutaconfrontaboutdonethoughtoccurhethatanxious?l Haveothertheoverreacted?l Didyouanxious1PartContextanisationalcontextsdemographics? Technologicalownership? NaturalregardingcontextsbeeninitiativesseensuccessfulthemyouchangeanwereweresuccessfulTOOLS1ChangeMethodologyandNeedMobilisingProgressShaping2GenericChangeManagementSystemsSharedLastMonitoringChangeWhyischangel Leadershipchangevariedtacticsand:? Whatpersonorthatareresponsibilitysustainingato:– Identifyresponsibilities– Build regardingbarriersand:? SponsortheTHEactionsCHALLENGINGchangetopeers.– MEETPEOPLEshowandASKthebasis.– IDENTIFY“HOTChangeSponsorshipplanfollowing:ToolsObjectivesDeptConsultantDeptcoincidenewhotwhatchangepersonalinprocess?l Identifyandforclearweto”.l Createwillbehaviours?l Refinefeedbackbehaviours?l Mobilisemittedagents?l Coachstakeholdersprocess?l Identifythatprocess?AssessmentLeadingpotentiallyfailclarifyrolestonecessaryquantifiableSponsordemandsandtaketermpicture”changeallsupportManagementSystemsSharedLastMonitoringaanytowhyimportantdo.l Buildsgetlaunched.OverviewCreatingand Change theTacticsTheImplementationInformationMonitoring,OBJECTIVESCHANGEIMPLEMENTATIONconsiderableanisation39。 you achieveprocess: ofthetheandBLUEPRINTIMPLEMENTATIONInformationfitl Synergystylel CorporateOVERVIEWCHANGEPLANCHANGEchangethemhowaremet? Serves reminderanisationachieve? ActsbetweentheOVERVIEWCHANGEPLANCHANGEEmployeemoretoifliveandmaychangepoorlyImmediateprocessl Greaterofdecisionsl Nodetailed,knowledgenecessaryl OpportunityinvolveandresultsDecisionsAddressing cultural issuesAssessing the change situationResource DecisionsEmployee participationSpeed of implementationYCHANGE=off”ImplementationSystemfinancialinlegislationl Attitudes/proceduresImposedmakersquantityl Nomakedemotivatel RequiresBluetask the postchangedetermining:– WhatbetimescaleisandbetheactuallogictakenCHANGE=StrategyYCHANGE=coverage,techniques? Implementationemployee being role viatheinofinclude:– Changeteam– Steeringmittees– ExternalOBJECTIVESCHANGEIMPLEMENTATIONSharedofalignedtheweforatheandeachessentiallyregardingchangesomeoneteam?4. Whoconstituenciesinitiative,importancetowetheirneedSharedpotentially:l Failalignmentconsensus.l Assumechangeframechangewayl Assumefailneed“their”beneathroottoModelRESULTS Improved State Transition StateCurrent StateLeadingStructuresCreatingCommitmentMakingabother?l Visionsthatthe“heart”questioncreatetherebymitmentVisionTools:l Facilitatingandatokeyiswhatdoing“Whatfromasession(2endwhatlooksmuch–visualisationdailychangedreamof:l Whatselll Whofromandatheinrelevanceefficiencyprocesses– Developsayingtimewe and philosophiestheandwillthroughfirstforumstheTacticsShapingextentbethesimplevisiontheunderstoodthefinally,l Howteamapotentiallyhasandmadestatementsaonevisionorrigidexcluded.l Thereflectneedsvisiontoorbehaviours.PitfallsChangeChangeChangingaChangeVisionMobilisingaaccountabilitysolving.l Helpsthatflexibleimplementand the andistransitiontacticsreadinessl CommunicationCommitmentStakeholderisimpactedimpactsangroupsimilarchange.Toolsanalysisaunderstandingofunderstandingreadinessstakeholderbetterandinterventions.Toolsanalysisbestofbrainstormingfollowedthesession.– ExplainstepschangeisofThiswhoit.– CompleteonWorktheand:l StakeholderTacticsStakeholderGrouppletethatimpactedthetointopoint? Dostakestheretheyvaryingisthecustomeraprocess? Arethebewhatofoninvolvementimportantgroupofyourelative=readinessthestakeholdersinensuressustainable.? Sustainabilityfacilitatingthreeconcern,degreethe.totheskillsand:l TheexamineskeywhatbeguideTacticsMobilisingstagesandofStageStage/Stageconcernlearningaboutaboutconflicts.Issuesanisation,ischangeimmediateiscooperationonemoreconcernedlikeaboutittomyisteam?”“Irelatingdoingsomethatbetter.”MobilisingstagesStage.mainlyareandareconcernslevelTacticstrainingConsequencemainlyshapingTacticsopportunitiestoaround…– Creatingto1