Readings in Resilience
Leadership, Coaching, and the Processes of Change
By Ron Breazeale, Ph.D., based on the work of James Prochaska, Ph.D.
Leaders should:
- Provide good information regarding a program and a proposed change. Specifically how they will affect the employee [Conscious Raising]. *
- Allow ventilation of frustrating feelings about a new program and the proposed charges [Dramatic Relief]. *
- Help employees to do a self-evaluation of how the program will effect them. Specifically how it will help them to achieve their goals [Self-Re-evaluation]. *
- Help individual employees understand how making the proposed changes or implementing the new program will make the organization better and the negative impact on them as an individual employee and on the organization if they do not support the proposed program or proposed changes [Environmental Re-evaluation]. *
- Help employees believe in their ability to accept, implement, and live with the proposed changes and the new program [Self Liberation]. *
- Support and encourage employees to seek and build support networks e.g. friends, colleagues, family that will assist them with the change process [Helping Relationships]. *
- Help employees substitute positive thoughts and behaviors for negative thoughts and behaviors regarding the proposed change and new program. Help them reframe e.g. think in a positive way about the proposed changes [Counter Conditioning].*
- Help employees create ways to reward themselves and provide rewards to employees for implementing the new program or proposed change [Contingency Management]. *
- Help employees avoid, deal with and manage people, places and things that attempt to put down rather than support/facilitate the change process or the new program [Stimulus/Control]. *
- Help employees to take a wider view of the world. Help them to see where the changes and the new program fit into the larger scheme of things [Social Liberation]. *
*Based on the work of James Prochaska, Ph.D.