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Creating a reflective and change-orientedculture using a bit o’ science 

Gale Stafford

University of Illinois

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The problem with change

“We fear change.”  Garth Algar

 Wayne’s World (1992) 

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Overwhelmed by uncertainty 

Talk of big changesintroduces uncertainty 

Uncertainty triggersfight-flight-freezeresponse

Emotional contagioneffect scientifically  verified

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Mere talk of change kills motivation

Strongest motivationcomes progress inmeaningful work 

Brain experiencesimagined threats asreal

Talk of big changes adistraction frommeaningful work 

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Culture ill-defined

Perceived as “fuzzy”or ambiguous

Discussions of culture will go inmany directions

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Leadership dilemma

Talk of loomingchanges distractsfrom meaningful work 

Culture change seenas impossible

Driving change whileempowering people

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Scientific approach to change

Measurement

- Pre-test

-

Change/interventi

on

- Post-test

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Diagnostic phase

Competing ValuesFramework 

30 years of use

Pragmatic, powerful

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Organizational Culture AssessmentInstrument

•

Effective model for culture asssessment• ocai-online.com

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Diagnostic methods

Focus groups• costly • small sample• deep exploration of topics

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Diagnostic methods

Surveys

• Go broad

•  Visible support fromsenior management

• Professionally-designed beats amateur-designed

• Example: OCAI survey tool

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Culture assessment - exercise

•

Competing Valuesculture assessment(abridged version)

•

Discussion

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 Action planning phase

Reflection periodimportant

 Action planning tocreate the needed values-realignment

 Address the internaland external needs

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Changes to implement

Structural changes

New work practices

Leader development

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Structural changes - examples

• Change control process (5 yrs in phase 1)

• Service catalog/inventory (just starting)

•

Process inventory (started Dec 2012)• Restructuring management, reporting

lines

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Structural changes: talent

• Structured approachto selection anddevelopment

• Selection criteria andcompetency modelfor new managers

• Scrutinize and alignpeople decisions with

 your strategically mapped values

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Reflective culture

 Values build from reflective practices

 Which practices encourage introspection

and learning?

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Reflective practices

How to make new practices the new norm?

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Professional journaling

• Journal on victories,challenges

• Don’t overlook the

positive• Learn about yourself 

• Improve over time

•

 Read “The Progress Principle” by Teresa Amabile

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Group practices: post-mortem

 Post-mortem analysis

 Were the group goalsclear to you?

How could planning beimproved?

 Were there enoughresources given theproject schedule?

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Group practices: facilitatedmeetings

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Organizational practices: dialogue

 World café method – “thepower of conversation as akey business process” 

- ~5 people per table- Compelling questions- Rounds of dialogue- Each new round: one

host remains back. The

rest travel to new table- Harvest

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Test your mindset

•

Mindset assessment• Discussion

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Developing people

Overcoming the fixedmindset

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Developing people

Encouraging thegrowth mindset

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Developing leaders

Bench strength – change agility as acompetency 

Managers with agrowth mindset

Leaders with a growthmindset

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Growth mindset in leaders

Persist in the face of setbacks

Communicate that effort is

the path to mastery 

Find lessons andinspiration in the success of others

Learn from feedback including criticism

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Selecting & developing leaders

• Humility 

• Professional will

•

Performance• Fit to current

 values

•

Fit to strategic values

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Takeaways

• Measurement

• Mindsets

•

People decisions• Be systematic,

scientific anddisciplined

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Contact me

Gale Stafford (galestaf@illinois.edu)

Manager, Analyst Resources

University of Illinois Urbana-Champaign

http://www.linkedin.com/in/galestafford/