Training Industry Magazine - Spring 2022 - 9

KATHLEEN FEDERICI, M.ED.
GUEST EDITOR
FROM CHANGE MANAGEMENT
TO RESILIENCY
Change management projects and
initiatives sometimes fail because the
people involved are not resilient enough
to deal with the change. Resilience is
the quality that enables a person to
bounce back and thrive through change.
Projects are often undertaken without
any idea of whether the people who will
be affected are resilient enough to make
the change. When faced with change,
people can do nothing - or they can
act. Both options have consequences.
The resilience inside all of us is what
makes change happen.
Change management statistics date back
as far as 10 years, with a commonly cited
example being that 70% of all change
management initiatives fail. Change
management has evolved through the
years into various models. The foundation
of change management formally began
with The Bridges Transition Model,
created by William Bridges, which helps
organizations and individuals understand
and more effectively manage and work
through the personal and human side of
change, which we now call resilience. This
early model identifies the three stages an
individual experiences during change:
1. Ending what currently is.
2. The neutral zone.
3. The new beginning.
This model starts with the ending. People
identify with what they are losing - what
was once familiar is now ending. They
then move into the neutral zone where
there is a reality that has ended for them
and a new reality of confusion. The last
stage involves new beginnings, where
these resilient people now understand
their new role and purpose and can
contribute effectively.
More recently, we've seen how change
management has evolved into resiliency.
We have created certificates and
formalized programs for people who
are so resilient, they have made change
management and people management
their job of choice. We now realize that
change can happen, and we acknowledge
people as change management agents.
For instance, learning leaders have faced
and overcome many challenges during
the pandemic, helping their organization
navigate rapid change and prepare
employees for the current and future
state of work.
THE RESILIENCE INSIDE
US IS WHAT MAKES
CHANGE HAPPEN.
HOW TO PRACTICE RESILIENCY
Resilient
proactive
is
more
* Being Confident: Resilient people
have a strong but realistic belief in
themselves. As a result, they tend to
control change, rather than have the
change control them.
* Effectively Prioritizing: Resilient people
have the focus needed to prioritize
activities effectively.
* Trying Something New: Resilient
people tend to be good at generating
alternative approaches and solutions
to match the change.
* Making Connections: Resilient people
actively seek the support of others
during times of change.
* Creating Habits and Routines: Resilient
people analyze the situation and
create an effective plan to implement
change. One example is that resilient
people incorporate the habit of physical
exercise into their day.
people have an instinctive
understanding of when, for example,
being
important
than seeking support. Being a resilient
person does not mean that you have the
answers all the time. It means you keep
putting one foot in front of the other,
communicate your ideas and do what
you can each day.
When facing a change, exercise your
resiliency muscles by:
* Exercising Your Positivity: Resilient
people analyze any situation in a
way that gives them hope.
TRAINING INDUSTRY MAGAZINE - SPRING 2022 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
To nurture these resiliency muscles each
day, learning leaders must create habits
to see and manage the change as we
embrace change management and
create our evolving path into resiliency.
Kathleen Federici, M.Ed., is the director
of professional development for the
International Parking & Mobility Institute.
With more than two decades of training,
online learning and credentialing
experience, she provides planning and
oversight of organization-wide strategies
to meet certification and education
needs in a globally complex world.
Email Kathleen.
| 9
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Training Industry Magazine - Spring 2022

Table of Contents for the Digital Edition of Training Industry Magazine - Spring 2022

Putting the Learner First
Table of Contents
From Change Management to Resiliency
What to Consider When Evaluating EdTech Products
Prioritizing the Employee Experience
Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Enable Expert Performance With Adaptive Learning
Taking the Virtual Route to Leadership Training
Culture’s Influence on Global and Remote Learning
The 5 Paradoxes of Leading in a Hybrid Workplace
3 Steps For Successful Remote Onboarding
The Future of Work Requires Development Equity
Making the Leap: Correlation to Causation
L&D’s Role in Developing Company Culture
Better Selling Starts with Better Business Acumen
Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
The Burnout Revolution
How Sam's Club Is Training and Retaining Current and Future Leaders
Reclaiming Development
Mindset Strategies for Business Growth in 2022
Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Company News
Training Industry Magazine - Spring 2022 - Intro
Training Industry Magazine - Spring 2022 - Cover1
Training Industry Magazine - Spring 2022 - Cover2
Training Industry Magazine - Spring 2022 - CT1
Training Industry Magazine - Spring 2022 - CT2
Training Industry Magazine - Spring 2022 - Putting the Learner First
Training Industry Magazine - Spring 2022 - 4
Training Industry Magazine - Spring 2022 - 5
Training Industry Magazine - Spring 2022 - Table of Contents
Training Industry Magazine - Spring 2022 - 7
Training Industry Magazine - Spring 2022 - 8
Training Industry Magazine - Spring 2022 - From Change Management to Resiliency
Training Industry Magazine - Spring 2022 - 10
Training Industry Magazine - Spring 2022 - What to Consider When Evaluating EdTech Products
Training Industry Magazine - Spring 2022 - 12
Training Industry Magazine - Spring 2022 - Prioritizing the Employee Experience
Training Industry Magazine - Spring 2022 - 14
Training Industry Magazine - Spring 2022 - Relentless Engagement: Creating a Path for Inclusion Across the Employee Life Cycle
Training Industry Magazine - Spring 2022 - Learning in the Blended Workplace: Design Ideas for a Distributed Workforce
Training Industry Magazine - Spring 2022 - 17
Training Industry Magazine - Spring 2022 - 18
Training Industry Magazine - Spring 2022 - 19
Training Industry Magazine - Spring 2022 - 20
Training Industry Magazine - Spring 2022 - Enable Expert Performance With Adaptive Learning
Training Industry Magazine - Spring 2022 - 22
Training Industry Magazine - Spring 2022 - 23
Training Industry Magazine - Spring 2022 - Taking the Virtual Route to Leadership Training
Training Industry Magazine - Spring 2022 - 25
Training Industry Magazine - Spring 2022 - 26
Training Industry Magazine - Spring 2022 - 27
Training Industry Magazine - Spring 2022 - Culture’s Influence on Global and Remote Learning
Training Industry Magazine - Spring 2022 - 29
Training Industry Magazine - Spring 2022 - 30
Training Industry Magazine - Spring 2022 - 31
Training Industry Magazine - Spring 2022 - The 5 Paradoxes of Leading in a Hybrid Workplace
Training Industry Magazine - Spring 2022 - 33
Training Industry Magazine - Spring 2022 - 34
Training Industry Magazine - Spring 2022 - 35
Training Industry Magazine - Spring 2022 - 3 Steps For Successful Remote Onboarding
Training Industry Magazine - Spring 2022 - 37
Training Industry Magazine - Spring 2022 - The Future of Work Requires Development Equity
Training Industry Magazine - Spring 2022 - 39
Training Industry Magazine - Spring 2022 - 40
Training Industry Magazine - Spring 2022 - 41
Training Industry Magazine - Spring 2022 - Making the Leap: Correlation to Causation
Training Industry Magazine - Spring 2022 - 43
Training Industry Magazine - Spring 2022 - 44
Training Industry Magazine - Spring 2022 - 45
Training Industry Magazine - Spring 2022 - L&D’s Role in Developing Company Culture
Training Industry Magazine - Spring 2022 - 47
Training Industry Magazine - Spring 2022 - 48
Training Industry Magazine - Spring 2022 - 49
Training Industry Magazine - Spring 2022 - Better Selling Starts with Better Business Acumen
Training Industry Magazine - Spring 2022 - 51
Training Industry Magazine - Spring 2022 - 52
Training Industry Magazine - Spring 2022 - 53
Training Industry Magazine - Spring 2022 - Corporate Gender Responsibility: A New Paradigm for Engaging and Developing Women
Training Industry Magazine - Spring 2022 - 55
Training Industry Magazine - Spring 2022 - 56
Training Industry Magazine - Spring 2022 - 57
Training Industry Magazine - Spring 2022 - The Burnout Revolution
Training Industry Magazine - Spring 2022 - 59
Training Industry Magazine - Spring 2022 - How Sam's Club Is Training and Retaining Current and Future Leaders
Training Industry Magazine - Spring 2022 - 61
Training Industry Magazine - Spring 2022 - 62
Training Industry Magazine - Spring 2022 - Reclaiming Development
Training Industry Magazine - Spring 2022 - 64
Training Industry Magazine - Spring 2022 - Mindset Strategies for Business Growth in 2022
Training Industry Magazine - Spring 2022 - Pluralsight and Go1 Partner to Address the Growing Global Tech Skills Shortage
Training Industry Magazine - Spring 2022 - Cover3
Training Industry Magazine - Spring 2022 - Cover4
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