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INFORMATION
Title Description and Link

Using ADKAR to Implement Change

Slides

This document includes the slides from the workshop, Using ADKAR to Implement Change. The workshop reviews the dimensions of change and introduces the ADKAR model. For each element in the ADKAR model, strategies are identified to help leaders begin creating action plans to support individuals through the transformation.

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When You Have to Carry Out a Decision You Disagree With

One of the frustrations of being a middle manager is that senior leaders make decisions that go against what you would have done had it been up to you. Sometimes you are part of the decision process, and other times the decision is simply handed down. Either way, you are now responsible for ensuring that the plan is carried out. This article offers a two-pronged approach for skillfully managing these situations.

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How to Create a Compelling Case for Change

 

(Article)

LEADS Domain: Systems Transformation

Being an effective change agent is no longer just a nice leadership skill to have, it has become an essential leadership competency. The difficulty in getting people to change is convincing them to abandon current behaviour that’s providing their current reward in favour of new behaviour that promises a better reward. People must believe that changing their behaviour is absolutely necessary before they will get on board.  This article offers 3 steps and 6 strategies to help you to inspire this belief in others.

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Using ADKAR to Implement Change

(Summary and Action Plan Template)

LEADS Domain: Systems Transformation

ADKAR is a research-based, goal-oriented change management model to guide individual and organizational change. It includes a series of milestones that an individual needs to achieve in order to move through change.

This resource summarizes the key points and lists strategies for each ADKAR milestone and includes action plan templates for leaders to use when creating their plans for supporting their employees through the change process.

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Reinforcement: How to Unfreeze Old Behaviors and Re-freeze the New

 

(Article)

LEADS Domain:

When it comes to implementing an organizational change, in order to change behavior you must change the Reinforcements. If you don't change the Reinforcements, you will just get more of the same behavior. Reinforcements are the ways that the new behaviors (the ones we seek to see) are encouraged:

  • Positive consequences are given for desired behavior
  • Negative consequences are given for failing to change
  • Making adoption of the new behaviors easier, while making the old ways harder

The article offers three steps to change behavior and have people move from the status quo to doing their work in the new way.

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Caution Ahead! Avoid These 5 Mistakes When Dealing With Resistance to Change

 

(Article)

LEADS Domain: Systems Transformation

when your organization is implementing a change, you will face resistance. It’s inevitable...someone, somewhere is going to let it be known they don’t like what’s happening. Resistance is very simply someone’s attempt to protect or defend his or her Frame of Reference.  The more disruptive a change is perceived to be, the greater the resistance you will face. This article lists a few of the most common mistakes made when dealing with resistance along with some tips and guidelines on how you can avoid making them.

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5 Certain Ways to Engage Employees During Uncertain Times

 

(Article)

LEADS Domains: Lead Self, Engage Others

Great leaders know that managing uncertainty is a matter of putting themselves in the shoes of their employees and delivering the compassionate leadership they expect.  People don’t want good intentions from their leaders during times of uncertainty; they want their leaders to be not only strong, confident and decisive, but transparent and vulnerable enough in their leadership role to express a sense of genuine care and concern. Employees are engaged when their leaders continuously provide insight and clarity to the situation at hand.  A leader’s role is to neutralize the uncertainty by communicating often and providing their employees with unique perspectives and knowledge. This article offers multiple strategies to engage employees during times of uncertainty.

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ADKAR®: Simple, Powerful,
Action Oriented Model for Change

(Article)

The ADKAR® model of change is a practical answer to effective change management for individuals and organizations. Built on practical research conducted in more than 900 organizations the model is simple to learn, makes sense, and focuses on the actions and outcomes required for change. This article provides a summary of the five actions as building blocks for successful individual change, and therefore successful organizational change.

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Building Successful Teams in the Midst of Transition

(Article)

Health care is experiencing dramatic change at this time. One of the most significant essentials for success during transition is team building. Leaders that can challenge, motivate, and empower their teams through change are successful. Most change disrupts teamwork. The leaders who can keep their work teams focused during changes will have organizations and businesses which thrive. This article identifies five essential transition tools- knowledge, a focused vision, faith, initiative, and training and development, to help teams manage change easier.

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Embracing Change - Jason Clarke at TEDxPerth

(Video)

In this TEDxPerth talk, Jason Clarke explains how we can embrace change within organizations. Managers can help employees with the change process so employees take an active role in embracing change. Both have the choice to open their minds and take risks. Jason examines what is really behind the resistance to change and how to move people past it

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TOOLS
Title Description and Link

Change Management: From Past to Present

(Activity)

Employees need to understand that change is part of life and it is acceptable to feel apprehensive towards change. Team discussions help ease their anxiety and let them know that they are not alone. This exercise helps participants examine our changing world and provides an opportunity to discuss what it means for the future. You can use this as part of a change management course or to run it for staff who are subjected to a change management initiative.

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Turning a Bad Experience to a Good One

(Activity)

Use this exercise to motivate people and help them to view an experience differently. The essence of the exercise is to show that even the most negative experiences can be quite educational and useful in the long run and that if one does not see the benefits, others might be able to see it and bring it to their attention. This exercise is also useful to practice improving emotional intelligence and empathizing with others.

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