Casevi Change

Communicating Change, Inside and Out

CASE District VI Conference || Jan. 14, 2007 || Denver

Andrew Careaga || Director of Communications

Missouri University of Science and Technology

The only person who likes change is a wet baby.

Attributed to Mark Twain

Change is inevitable – except from a vending machine.

Author unknown

From smooth rowing…

… to ‘permanent white water’

What changes have you experienced in 2007…

• In your own job?

• In your area/department?

• In your institution?

How do you react to change …

• In your own job?

• In your area/department?

• In your institution?

In a sleepy little Ozarks town

• Don’t change the name. Improve the branding.

• The real need is marketing. UMR doesn't need a name change -- UMR needs to market itself for what it is -- a high quality technical university where a kid can get a premium education and find a good job on graduation. … This whole discussion on a name change is a diversion from addressing the real issues facing the university. Lets get out there and market UMR and stop wasting time and resources on organizational diversions.

• Why not go back to Missouri School of Mines? It may not be as accurate anymore either, but at least is a tradition.

• I think the new name should be UstaB! You know MUST UstaB UMR UstaB MSM. Missouri University of Science & Technology.

• As an alumnus currently studying at the University of Oxford, I can certainly speak to the problem of the 'hyphen'. Many of my fellow researchers are familar with the good work being done by the Metallurgists and Ceramists of UMR. Unfortunately, they constantly refer to the 'University of Missouri', NOT the 'University of Missouri hyphen Rolla'.

• Being a former UMR student I can attest to the fact that UMR automatically relegates us to branch status. When you tell people where you went to school the response is typically, "the University of Missouri Rolla". And the standard response is, "So that's another campus for Mizzou?"

• It would make me happy to have an alma mater with a name that sounds like a real school rather than an extension campus, so I am in favor of a name change.

After the vote

• The approved name change makes me nauseous! The new name sounds like a vocational school. If anyone needs an 8 month certificate for a future career in Paralegal, HVAC, or Office Administration, I'll be sure to direct them to Missouri S&T. Nice one!

• Fantastic! The new name, Missouri S&T, sounds like a junior college trade school. For example, ITT

CSI: Denver

Change Style Indicator• Three preferences• Can help us understand our own

reactions to change• Can help us understand how others

react to change• No right or wrong, ‘better’ or ‘worse’

style

Adapted from “Leading Change,” University of Missouri Administrative Leadership Program

The three change styles

Conservers Pragmatists Originators

Traditionalists Mediators Change agents

Accept the structure

Explore the structure

Challenge the structure

Prefer incremental change

Prefer functional change

Prefer expansive change

Change and the Conserver

• When facing change:– Appear deliberate, disciplined, organized– May operate from conventional

assumptions– Enjoy predictability– May appear cautious and inflexible– Honor tradition and established practice

Change and the Conserver

• In the work environment:– Prefer secure environment free from

unexpected disruptions and surprises– Appear disciplined and organized– Skilled at attending to details and facts– Prefer tested, proven solutions– Prefer to involve groups in decision-

making, problem-solving

Change and the Pragmatist

• When facing change:– May appear practical, agreeable, flexible– Operate as mediators and catalysts for

understanding– Open to both sides of an argument– May take more of a middle-of-the-road

approach– Appear more team-oriented

Change and the Pragmatist

• In the work environment:– The peacemakers, ‘middle-of-the-roaders’– Appear reasonable, practical– Agreeable, flexible– Appear more team-oriented– Less likely to have hidden agendas– Mediators– Like an action-oriented workplace that engages

others in a harmonious, participative atmosphere

Change and the Originator

• When facing change– Appear unorganized, undisciplined,

unconventional, spontaneous– Prefer change that challenges current structure– Challenge accepted assumptions– Enjoy risk and uncertainty– May be impractical, miss important details– Appear visionary, systemic– Little regard for accepted policies and procedures

Change and the Originator

• In the work environment– Prefer quick, expansive change– Often viewed as change agent– Tend to loathe repetitive tasks– May appear undisciplined, unconventional– Challenge existing assumptions, rules, regulations– Regarded as visionary, “out of the box” thinkers– Idea people

Perceptions:conservers and originators

Conservers see originators as: Originators see conservers as:

Divisive

Impulsive

Lacking appreciation of tested ways of getting things done

Starting but not finishing projects

Not interested in follow through

Wanting change for the sake of change

Not understanding how things get done

Dogmatic

Bureaucratic

Yielding to authority

Having their head in the sand

Preferring the status quo

Lacking new ideas

Perceptions of the pragmatists

Conservers and originators see pragmatists as:

Compromising

Mediating

Indecisive

Easily influenced

Noncommittal

Hiding behind team needs

Collaboration: can wereally all work together


Prefer to keep current structure operating smoothly

Prefer balanced inquiry

Prefer to challenge accepted structure

Focus on relationships

Focus on shared objectives

Focus on the task

Encourage building on what is already working

Encourage looking at the current circumstances

Encourage exploring new possibilities

Change and the creative process


Verification Perspiration Inspiration

Refine Concretize Conceptualize

Follow through Implement Initiate

Incubation Inspiration Perspiration Verification

Roles in the creative process

Relating theory to reality

Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator)

What would have changed if…

• How could communication among team members have been approved?

• Advantages or limitations to communications approaches?

• What ideas would have the best chance of succeeding?

Ready for change?

What is your institution’s or team’s:

• History of change – track record

• Culture – support of risk-taking

• Resilience – ability to handle more

• Rewards – benefits of change

• Skill at managing change

Change means…

• Conflict

• Changing people

• Team building

• Working in the public realm

• Transformation

• Self-control

• Education

Communicatingthe benefits of change

Change will occur if A <BCD

A = Benefit of status quo

B = Pain of maintaining status quo

C = Vision of something better

D = Small steps toward change

20-60-20

20% want change no matter what

60% waiting to see focus here

20% will fight you no matter what

Leadership and communication

Principle Leader-communicators’ role and skills

Direction Clarify organization’s direction with a vision plan and translating it into a strategic plan

Implementation Understand how organization works and the steps and actions required to implement the plan

Development Making the most of opportunities to enhance the team’s skills and abilities

Alignment Clarify and change image, core values and programs – communicate internally and externally

Leadership and communication(continued)

Principle Leader-communicators’ role and skills

Institutionalization Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision

Evaluation Monitoring outcomes and improving the delivery of service

The cycle of change

I

Acknowledging

IV

Implementing

Reacting

II

Investigating

III

Cognitive domain

Emotional domain

Pastorientation

Futureorientation

GIVEINFORMATION

GIVEENCOURAGEMENT

GIVEREINFORCEMENT

GIVESUPPORT

Transition and typical reactions

Stage 1

Acknowledging

People are shocked, feel threatened

Denial

People appear distracted, forgetful

Low productivity

Stage 2

Reacting

Various reactions – anger, depression, withdrawal, etc.

People try to “bargain” to do things the old way

People believe they can wait out the change

People go back to stage 1 when their feelings are denied or ignored

Transition and typical reactions(continued)

Stage 3

Investigating

People may display grief/sadness over loss but begin to explore future options

Mix willingness to explore new options with reservation

Emotions range from excitement to anxiety

Stage 4

Implementing

People appear ready to establish new routines, adapt to new systems, help others learn new ways

Comfort with change engenders more flexibility, creativity and risk-taking

The change is viewed as the way things are done

Communication do’s and don’ts

Do’s Don’ts

Acknowledging

Give information

Give visible support

Provide information consistently and repeatedly

Provide facts

Hit people over the head with the truth

Push for acknowledgement (can intensify reacting)

Reacting

Give support

Listen

Acknowledge feelings

Provide time

Be empathetic

Argue

Attempt to convince

Push investigation

Communication do’s and don’tsDo’s Don’ts

Investigating

Give encouragement

Create opportunities to explore

Employ participative decision-making

Outline pros and cons

Push choices

Rush choices

Punish mistakes

Overestimate or misrepresent future options

Implementing

Give reinforcement

Reward effective performance

Support risk-taking and innovation

Encourage communication

Get out of the way

Micromanage

Control choices

Limit participation

‘The Middle Manager’s Dilemma’*Leading change imposed from above

• Reflect before you act– Acknowledge your own feelings– Learn all you can before talking to your team– Be professional

• Influence decision-makers– Use the type of data that is important to your boss– Offer ways to make the change successful– Use humor– Pick your battles

* Title of book by Rick Maurer

Leading change imposed from above

• Get your team involved– Build trust (trust = integrity + competence)– Find ways to make the change your own– Establish common ground– Develop a strategy that attends to both people and

the project

• Build strategic alliances– Be yourself– Do things to prove reliability over time with

stakeholders

A fable about change

Our Iceberg Is Melting:Changing and Succeeding Under Any Conditions

John Kotter, Harvard change management guru

Kotter’s 8-step change process

SET THE STAGE• Create a Sense of Urgency.

– Help others see the need for change and the importance of acting immediately.

• Pull Together the Guiding Team.– Make sure there is a powerful group guiding the change—

one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills.

DECIDE WHAT TO DO• Develop the Change Vision and Strategy.

– Clarify how the future will be different from the past, and how you can make that future a reality.


MAKE IT HAPPEN• Communicate for Understanding and Buy-in.

– Make sure as many others as possible understand and accept the vision and the strategy.

• Empower Others to Act.– Remove as many barriers as possible so that those who want to

make the vision a reality can do so.• Produce Short-Term Wins.

– Create some visible, unambiguous successes as soon as possible.• Don’t Let Up.

– Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality. Create a Sense of Urgency.

– Help others see the need for change and the importance of acting immediately.


MAKE IT STICK

• Create a New Culture.– Hold on to the new ways of behaving, and

make sure they succeed, until they become a part of the very culture of the group.

Source: Our Iceberg Is Melting website ( http://www.ouricebergismelting.com/html/8step.html )

Remember…

‘The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.’

John Kotter

Source: David Pohl, "Change or Die," Fast Company, May 2005 ( http://www.fastcompany.com/magazine/94/open_change-or-die.html ).

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Casevi Change