Human Side of Change

Why Change?

One’s current processesare perfectly designed to get the results they’re already getting.

What you are is what you have been. What you’ll be is what you do now.

Why People Resist Change?

Everyone has basic needs:• To survive.• To be acknowledged (love).• To feel important (self-esteem).

Needs in balance, a person feels a sense of personal control and peace.

However, any perceived threat to a need upsets this balance, diverting all available energy to immediately getting the need in danger met—resulting in irrational, usually alienating, but predictable defensive patterns.

Understand how adults behave , the way they behave?

Only about 15% of problems can be traced to someone who didn’t care or wasn’t careful enough. But the rest 85% of the problems are created by the person who may have been : • Burned out by ceaseless problem-solving• Overwhelmed with the volume of work or problems;• Turned off by a “snoopervising” manager;• Out of touch with customers & what they value;• Unrewarded and unrecognized for efforts to improve things;• Poorly trained; • Given shoddy material, tools or information to work with; • Not given feedback on when and how they go wrong;• Measured for results conflicting with customer’s needs; • Unsure of how to resolve issues • Unable to work jointly with other functions; • Trying to protect from searches for the guilty; • Unaware of where to go for help.

Adult learners are a particularly touchy breed, and it is wrong to expect that intensive couching will change the behavior when comfortable old habits are threatened.

VISIBLE SYMPTOMS • Victim behavior, • Whining,• Avoiding accountability,• Blaming, • Faking confusion, • Denying responsibility, • Excusing why something can’t be done,• Stonewalling.

This natural resistance, can no longer be overcome by relying on logical arguments to convince people to accept change.

These unconscious, predictable adult behavior patterns that are changeable only by significant emotional events• Personal (birth, death, illness, marriage), • Societal (the Great Depression, World War II, 9-11) • Sudden realization (through appropriate feedback) that some of these behaviors

will sabotage organizational success

Culture eats strategic plans and best intentions for lunch!

The emotional fuel of an organization is also drivenby needs similar to those of an individual:• Survival—equates to an individual’s need to survive.• Respect—analogous to an individual’s need for

acknowledgment.• Market niche—similar to an individual’s need to feel

important.

What to do?

“A CHANGE IN BEHAVIOR BEGINS WITH A CHANGE IN HEART”

Blame the process, not the person!And process breakdowns happen to very stressed, very human people. So accurate, timely, useful, nonthreatening interpersonal feedback on a continuous basis can correct the behavior.

Behaviors are contagious !

There is a deliberate process to individual Learning and culture change:1. Achieving awareness.2. Gain a breakthrough in knowledge.3. Choose a breakthrough in thinking.4. Choose a breakthrough in behavior.

The Change ENGINE : • Quality of DOING• Quality of THINKING that support the DOING.• Quality of INFORMATION that influences THINKING.

FUEL to run the ENGINE Quality of FEEDBACK that influences employees’ THINKING.Quality of RELATIONSHIP through which this FEEDBACK flows.Quality of PERCEPTION that influence employees’ RELATIONSHIPS.

And the BOTTLENECK ! Quality of INDIVIDUAL MINDSET —the personal operating beliefs and values each employee brings to work processes.

BOTTOM LINE : Regardless of the best efforts at four to six, ultimately the values and beliefs of the person defines the behavior.

I’m sorry, your behavior is speaking so loudly I can’t hear what you’re saying!

Leadership Styles :• S1 : TELLING : above average task and below average relationship.• S2 : SELLING : above average both task and relationship. • S3 : PARTICIPATING : above average relationship and below average task.• S4 : DELEGATING : below average relationship and task.

Follower’s Readiness.• R1 unable and unwilling.• R2 unable but willing.• R3 able but unwilling.• R4 able and willing.

Team Culture : OR4 : LEARNING : Customer Focus & Well developed Cross functional Team workOR3 : INDIVIDUALISTIC : Customer Focused yet Functionally SeparatedOR2 : PARTICIPATIVE : Inward looking but Team work exitsOR1 : ISOLATED : Inward looking with Functional Separation

LEADERSHIP INDIVIDUAL TEAM

S1TELLING

R1 UNABLE UNWILLING

OR1 ISOLATED

S2SELLING

R2 UNABLE WILLING

OR2 PARTICIPATIVE

S3 PARTICIPATING R3 ABLE UNWILLING

OR3 INDIVIDUALISTIC

S4 DELEGATING

R4 ABLE WILLING

OR4 LEARNING

Change Yourself !

• Overcome victimitis • See the truth in your situation, • Own your results even when they are

undesirable, • Use the past to learn, not justify,• Do whatever it takes to move forward, • Work in groups,• Own the circumstances.

For the pace of change needed in today’s organizational climate, it is going to become necessary for all to be prepared to, at times, confront and alter their individual mind-sets to accomplish a task or human interaction.

This will require time as well as the ability to listen to and assimilate feedback non defensively.

Feedback is the Key !• Give feedback appropriately• Manage your ego reactions to feedback in healthy ways.

Fear and defensiveness will not get the results .Emotional blockages due to bad relationships affects the quality and timeliness of information flow between people.

• What can be controlled ? • Should I waste time or energy on things I can’t

control or influence? • What are my perceived barriers ? • Are they necessarily real?• What am I pretending not to know about my

accountability in this situation?

• Have I confronted the things or people that need confronting in a depersonalized manner?

• Have I held myself accountable for holding myself accountable?

• Have I held myself accountable for appropriately holding other people accountable?

Happy Changing !Thank You very much

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