Rising to the Challenge: Navigating the Crossroads of Change

 RISING  TO  THE  CHALLENGE:    NAVIGATING  THE  CROSSROADS  OF  CHANGE        

Timothy  S.  Griles  March  19,  2013  

Naviga<ng  the  Crossroads  

At every crossroads on the path that leads to the future, tradition has placed 10,000 men to guard the past.

- Maurice Maeterlinck

Ques<ons  to  be  answered…  

• Why  do  change  efforts  stall  or  fail?  

• What  is  the  difference  in  managing  change  and  leading  change?  

• What  are  some  indicators  and  causes  of  resistance  to  change?  

• What  can  you  do  to  accelerate  the  change  process?  

Naviga<ng  the  Crossroads  of  Change  

“You  can’t  manage  change…  

     …You  can  only  manage  the  effects  of  change”  

Types  of  Resistance  

That’s the international symbol for “Don’t rock the boat”.

Types  of  Resistance  

They’re extinct in the wild, but some still exist in the corporate world.

Failure  is  not  an  op<on…  

Or  is  it?  ¨  350  Execu<ves  involved  in  business  re-­‐engineering  

¤ 16%  “fully  sa<sfied”  with  the  results  ¤ 68%  said  project  had  unintended  nega<ve  side  effects  

¨  166  companies  ¤ 27%  success  in  changing  business  systems/processes  

¨  7  hospitals  a[emp<ng  to  implement  TQM  ¤ 14%  success  

¨  Overall  33%  Success  rate  

Barriers  to  Strategy  Success  

63%  

7.5%  

5%  

4%  

4%  

4%   3%  3%   3%  

2%  1%  

1%  

Avg.  Performance  Loss  

Avg.  Performance  Realized  

Inadequate  or  unavailable  resource  

Poorly  Communicated  strategy  

Ac<ons  not  clearly  defined  

Unclear  accountabili<es  for  execu<on  

Org  silos  &  culture  blocking  

Inadequate  performance  monitoring  

Inadequate  consequences  or  rewards  

Poor  senior  leadership  

Uncommi[ed  leadership  

Grief  /  Change  /  Loss  Cycle  

Active

Passive

Em

otio

nal R

espo

nse

Immobilization

Stability

Anger

Denial Testing

Bargaining

Depression

Acceptance

Time

“People  don’t  fear  Change,  they  fear  loss”  

The  Human  Aspect  

Denial   Commitment  

           Anger/  Resistance  

 Explora<on  

Human  Response  to  Change  

Lead them through it!

The  Human  Aspect  

Lead them through it!

Denial   Commitment  

           Anger/  Resistance  

 Explora<on  

Human  Response  to  Change  

Get  OVER  it!!!  

Your  Change  Ini<a<ve  

¨  Take  a  minute  to  iden<fy  resistance  you  currently  or  might  see  from  a  stakeholder  in  your  project.  

¤ What  stage  are  they  in?  

¤ What  might  they  be  feeling?  

¤ What  did/could  they  be  “losing”?  

¤ What  can  you  do  to  accelerate  the  change  process?  

Accelera>ng  the  change…  

Human  Response  to  Change  

How can we lead them through it?

Communicate   Reward  

Facilitate  Listen/Empathy  

Denial  

¨  Leadership  role:  Communicate  ¤ “Help  others  see  the  need  for  change”    

¨ Make  the  reality  as  visible  as  possible  to  team  members  and  stakeholders.  

¨  Paint  a  picture  of  what  will  happen  (clear  vision;  +/-­‐  consequences)  

¨  Enlist  your  guiding  coali<on  ¨ Highlight  early  adopters  

Anger/Resistance  

¨  Leadership  role:  Listen  with  empathy  ¤ “Respond  to  feelings  and  concerns  first,  rather  than  their  arguments”    

¨ Authen<c  empathy  requires  recognizing  what  the  feelings  are  before  an  analysis  of  why.  

¨ Ask  open-­‐ended  ques<ons  to  understand  why  their  percep<ons  exist.  

¨ Acknowledge  what  they  are  losing.  

Explora<on  

¨  Leadership  role:  Facilitate  and  remove  barriers;  add  safety  nets  ¤ “Learn,  discover,  create  solu>ons”    

¨  Foster  innova<on  and  incubate  seeds  of  hope.  ¨  Celebrate  small  wins.  ¨  Ensure  plan  has  ac<onable  steps  and  milestones  

¨  Provide  skill  building  and  resources  

   The  difference  between  involvement  and  commitment  is  like  ham  and  eggs.  The  chicken  is  involved;  the  pig  is  commi[ed.    

-­‐  Mar<na  Navra<lova  

Commitment  

¨  Leaders  role:  Reward  desired  behaviors  ¤ “Sustain  the  change  efforts  and  realize  the  benefits”    

¨  Reward  and  recognize  efforts  and  accomplishments.  

¨  Ensure  goals  and  measures  are  for  the  long  haul.  

¨  Share  personal  success  stories  ¨ Measure  outcomes  and  adjust  ac<ons,  don’t  start  over  

Elements  of  Effec<ve  Change  Leadership  

DissaFsfacFon  with  the  current  

state  

Clear  and  Compelling  Vision  of  the  

Future  

Ac>onable  First  Steps  

Overcome  Resistance  

D   V   F   R  

Which step is most important?

Elements  of  Effec<ve  Change  Communica<on  

“Sa*sfied”  with  the  current  

state  

Clear  and  Compelling  Vision  of  the  

Future  

Ac*onable  First  Steps  

Overcome  Resistance  

?   V   F   R  

What happens if they are happy with how things are? “If it ain’t broke, don’t fix it!”

Elements  of  Effec<ve  Change  Communica<on  

Dissa<sfac<on  with  the  current  

state  

 ???  

Vision  of  the  Future  

Ac*onable  First  Steps  

Overcome  Resistance  

D   ?   F   R  

What if people are unhappy and all they have are first steps?

“Flavor of the week!”

Elements  of  Effec<ve  Change  Communica<on  

Dissa<sfac<on  with  the  current  

state  

Clear  and  Compelling  Vision  of  the  

Future  

???  First  Steps  

Overcome  Resistance  

D   V   ?   R  

What do you get if you are missing actionable first steps? “Campaign Promises”

Elements  of  Effec<ve  Change  Communica<on  

Dissa<sfac<on  with  the  current  

state  

Clear  and  Compelling  Vision  of  the  

Future  

Ac*onable  First  Steps  

Overcome  Resistance  

D   V   F   R  

What is your role as a leader in this equation?

Elements  of  Effec<ve  Change  Communica<on  

Dissa<sfac<on  with  the  current  

state  

Clear  and  Compelling  Vision  of  the  

Future  

Ac*onable  First  Steps  

Overcome  Resistance  

D   V   F   R  

What does resistance look like?

Elements  of  Effec<ve  Change  Communica<on  

D   V   F   R  Dissa<sfac<on  with  the  Current  

State  

Clear  and  Compelling  Vision  of  the  

Future  

Ac*onable  First  Steps  

Urgency  for  the  Change  

Buy-­‐in  &  Commitment  

Empowered  Movement  

Master  of  Mo<va<on  

¨  Look  for  the  three  elements  1.  Dissa<sfac<on  with  the  current  op<ons  2.  Clear  and  compelling  vision  of  what  the  proposed  

op<on  will  bring  (results  and  impact)  3.  Ac<onable  first  steps  (what  do  you  have  to  do  to  

realize  these  results?)  Video  

One  minute…  

Step   DescripFon   Possible  AcFons  

DISATISFACTION  W

ITH  CU

RRENT  STATE

1)  Establish  a  sense  of  urgency  Why  change?  

WIIFM?  

Consequences  (  +  /  -­‐  )  

 Logic  and  Reason  are  not  enough  

2)  Form  a  powerful  guiding  coaliFon  

Stakeholder  analysis  

Early  adopters  

Champions  

 It’s  Not  the  network,  it’s  the  “Network”  

D  

Gain  buy-­‐in  and  commitment  

Step   DescripFon   Possible  AcFons  

CLEAR  AND  CO

MPELLIN

G  

VISION  OF  THE  FU

TURE

3)    Create  a  guiding  vision  

Future  of  possibili<es  

Appeal  to  shared  aspira<ons  

Pick  80/20  strategies  

 Begin  with  the  end  “I  Have  a  Dream”    

4)    CommunicaFng  for  buy-­‐in  

Words  and  deeds  (modeling)  

Clear,  simple,  compelling  

Increase  channels  Define  features  and  benefits  

Credible  messengers  

V  

Empowered  movement  

Step   DescripFon   Possible  AcFons  

ACTIONABLE  FIRST  STEPS  

5)  Empowering  others  to  act  on  vision  

Foster  collabora<on  

ID,  tackle  &  remove  obstacles  

Educa<on?  Licensure  laws?  Broadband  Access?  

6)  Produce  short  term  wins  

Celebrate  success  along  the  way  

Communicate  benefits  of  progress  

Lead  vs.  lag  measures?  (%  discharged  with  training  vs.  readmission  rates)  

F  

Reward  Commitment  

Step   DescripFon   Possible  AcFons  

SOLIDIFYIN

G  CHAN

GES  

7)  Keep  momentum  

Goal  set  through  to  other  side  and  beyond  

Don’t  move  on  too  quickly  

Lag  measures  %  decrease  in  readmission  vs.  goal  rate  

8)  InsFtuFonalize  new  approaches  

Anchor  to  solid  rocks  

Root  in  new  systems,  induc<on,  handbooks  etc.  

What’s  already  working?  

R  

Ques<ons?