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The Challenge of Change: Overcoming Resistance and Obtaining Results!Overcoming Resistance and Obtaining Results!A Leadership Perspectives Webinar with Katherine Tyler Scott
O t b 13 2010October 13, 201012:00 p.m. – 1:00 p.m.
Katherine Tyler ScottFacilitator
Ki ThoughtBridgeg g135 North Pennsylvania Street, Suite 1750
Indianapolis, Indiana 46204317/822‐8205
email: [email protected]
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
G lGOAL:
Create awareness of the dynamic relationshipGoal Create awareness of the dynamic relationship between organizational change, leadership and results.
OBJECTIVES:1. Describe a three‐stage model of organizational changechange.
2. Discuss individual responses to organizational ha echange.
3. Identify leadership capacities for managing i ti l h d hi i lt
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 1
organizational change and achieving results.
i i l h“Most organizational change initiatives fail.”
Pete Se e‐ Peter Senge, The Dance of Change
2© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Wh Ch1. People may not see the need for change.
Why Change Is So
Challenging2. People are often locked into old patterns
of behaviors.Challenging3. People can be fearful of how the change
will impact them.p
4. There may be a lack of alignment around the vision for the futurethe vision for the future.
5. People may lack the skills needed to h d d hinitiate the desired change.
3© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Why Change Efforts Faily g
“The biggest single reason organizational changes fail is that no one thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers usually forget that people have to let go of the present first. Th f h hil h fi k f hThey forget that while the first task of change management is to understand the destination and how to get there, the first task of transition management is to convince people to leave home You’ll save yourselfto convince people to leave home. You ll save yourself a lot of grief if you remember that.”
William Bridges
4© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Leaders generally use three strategies to implement organizational change:implement organizational change:
1.Cheerleading: Change will be good for the organization, g g g ggood for the team, etc.
2. Supplying data: facts, statistics and logicpp y g , g
And when those fail:
3. Coercion: Forcing people to change
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 5
Th C fHigh turnover
The Costs of These Change
Low moraleChange Strategies Increased conflict
Low productivity
D d ffi iDecreased efficiency
Failure of the change effortFailure of the change effort
6© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Overcoming the Challenges of Changeg g
7© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Three Stage Model for Change©
8© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
U d diUnderstanding and Facilitating
ChangeChange
THE GAP
ENDING
Change
NEWBEGINNING
Adapted from William Bridges Managing Transitions
TIME
9© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
The Role of Phase I Phase II Phase III
ENDING
The Role of the Leader: Facilitating
Phase I Phase II Phase III
THE GAP
ENDINGFacilitating Change
NEW BEGINNINGChangeg
TIME
Adapted from William Bridges Managing Transitions
TIME
10© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Individual Responses to Organizational ChangeD i l
Resistance
Denial
Confusion
Envisioning
Release
Envisioning
Enactment
Commitment11
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Individual Responses to Organizational Change
Emotional Response
Words & BehaviorsPhase One
DenialNumb, don’t care Avoidance
ResistanceAnger, fear Procrastination, sabotage
12© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Individual Responses to Organizational Change
Emotional Response
Words & Behaviors
Phase Two
ConfusionUncertainty, discomfort lack of control
Why? How?lack of control
ReleaseCalm, tired, let go Stop fighting, open to new ideas
EnvisioningExcited, hopeful Ask what if? Creative
13© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Individual Responses to Organizational Change Emotional Words &Emotional Response
Words & Behaviors
Phase Three
EnactmentExhilaration, trepidation Willing to try new optionsEnactment
CommitmentRelief, energized Collaboration, success
14© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Understanding the RelationshipRelationship
Between Individual and Organizational g
Change
THE GAP
ConfusionENDINGDenial
Enactment
ChangeTHE GAP
Release
EnvisioningResistance
NEW Commitment
BEGINNING
Adapted from William Bridges Managing Transitions
TIME15
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
What Can Leaders Do?
16© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
“Most advocates of changeMost advocates of change initiatives focus on the changes they are trying to produce and y y g pfail to recognize the importance
of learning capabilities.”
~ Peter Senge
17© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Identify the key stakeholders.– Those who will be most impactedTh h d t i l t th hPreparation
for Change
– Those who need to implement the change– Those who can help/derail the process
Assess where you and the organization are in theAssess where you and the organization are in the change process.
Conduct a cultural audit.Conduct a cultural audit.
Assess current skills, aptitudes and attitudes, with those needed for the new vision.
Change
Assess the timeframe for achieving the vision.
Understand that each phase of change comes with a paradox.
18© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
h IENDING
Phase IDenial
Build a common reality.
Resistance
Create a powerful, inclusive change team.
Equip members to work as a teamEquip members to work as a team.
Develop a clear vision and strategy for the change.
Communicate and gain alignment around the vision and strategy.
19© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Phase I ENDINGPhase I ENDING
Denial
Resistance
Develop a communication strategy for each phase.
Describe and communicate the journey.j y
Multiply communication processes by 10.
Ensure two‐way communication: Engage responsible critics.
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Phase IIPhase IITHE GAPConfusion
ReleaseEnvisioning
Empower key stakeholders.
E i t ith t l d kill t th GEquip team with tools and skills to manage the Gap and implement change.
Design achieve and communicate early winsDesign, achieve and communicate early wins.
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Phase IIIPhase III Enactment
Commitment
NEW BEGINNING
Commitment
Align structure, systems to fit the new vision.
Embed change in structures, systems, and culture.
Explicitly compare and contrast the old culture and the one needed.
22© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Diagnostic Tool for Measuring Where Your Organization is in the Change ProcessOrganization is in the Change Process
NoAwarenessof Need
Does NotExist Being
DevelopedEstablished/Implemented
1 4321
4321A powerful guiding coalition is organized and ready to
Key stakeholders have a common sense of urgency
2
3 4321
is organized and ready to lead the change
There is a clear vision and strategy for the change effort
Phase I
4 4321
strategy for the change effort
There is a process in place to continuously communicate the vision and strategy gyeffectively in an efficient manner to all stakeholders
23© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Diagnostic Tool for Measuring Where Your Organization is in the Change Processg g
NoAwarenessof Need
Does NotExist
BeingDeveloped
Established/Implemented
Key stakeholders at all5
64321
4321
The change process is
Key stakeholders at all levels are empowered to act to make the vision a realityPhase II
6designed to generate explicitly identified short term “wins”
There are mechanisms in 4321
8
7
4321
place to consolidate gains and produce more changeProcesses are established to anchor the new approaches in
Phase III
8anchor the new approaches in the culture of our organization/community
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Six Paradoxes of ChangeTo go forward You must look backPHASE I To go forward You must look back
To go fast Initially, you must slow down
PHASE IEnding
To succeed, you must facilitate a culture of change
Change exacerbates internal anxiety, confusion and conflictPHASE II
The GapConflict is essential to innovation and creativity
Conflict can destroy or paralyze change efforts
The Gap
Change must include diverse perspectives
The more diverse the perspectives the greater the potential for gridlock
PHASE IIIBeginning
Building trust is essential
Change undermines trust
25© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
AAn Integrated Model ofModel of Leadership©for Leaders o ea e sof Change
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 26
Technical Skills: These are the skills necessary when a problem is clear and
The Integrated necessary when a problem is clear and the solution is clear. They are the knowledge and information processes
Model of Leadership©
that can be applied to such problems.
Adaptive Skills: These skills are those pthat are necessary when the problem isn’t clear and the solution isn’t clear. In order to solve the problem the leader mustto solve the problem, the leader must engage those who have the problem in the problem solving.
27© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Inner Work: The capacity to engage in deep inner exploration and reflectionThe deep inner exploration and reflection that leads to increased self‐awareness, empathy, insight, and self‐mastery.
Integrated Model of Leadership©
Outer Work: The capacity to act competently in achieving results; the
Leadership©
effective application of inner work, technical and adaptive skills to the external world.external world.
28© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
The Integrated Model of
Outer Work5
Model of Leadership©
Self Assessment
4
3
2
Using the following scale how would you
Adaptive Skills Technical Skills 1
1 1 2 3 4 55 4 3 2 1yrate yourself?
1‐Poor Skills2‐Fair Skills
2
3
43‐Average Skills4‐Ver y Good Skills5‐Excellent Skills
4
5
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 29
Inner Work
Q i ʺIf people in authority are to succeedQuestions and Closing Thought
If people in authority are to succeed,they must know themselves and listento themselves, integrating their idealsd ti b t b i bl t thThought and actions but being able, at the same
time, to tolerate the gap between thedesirable and the necessary as theyy ywork to close it. They must know hownot merely to listen but hear; notmerely look but see; to plan as hard asmerely look but see; to plan as hard asthey work; and to live with ambiguityand inconsistency.“
W B i
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 30
‐Warren Bennis
The Inner Work Institute©A Program for Executive Leaders Responsible f L di T f ti l Chfor Leading Transformational Change
THE PROGRAM
In times of economic upheaval and massive change, leaders find that their usual skills and management styles aren’t enough.How can you lead others through a time of uncertainty and anxiety? How can you help employees overcome fear andattitudes of scarcity? How do you help others perform at their best in the worst of times?
During a “time of no longer and a time of not yet,” is when leaders need to be most effective! They must possess botht h i l t d d ti l d hi kill Th I W k I tit t © i f l i t ti f b thtechnical competence and adaptive leadership skills. The Inner Work Institute© is a powerful integration of both.
THE INNERWORK INSTITUTE© consists of one, four‐day session that sharpens a leaderʹs ability to effectively lead complexchange. The Institute provides proven leaders with the opportunity to step away from the press of day‐to‐dayresponsibilities, reflect, gain focus, and acquire new ways of thinking and problem solving so they can better lead theirorganizations and community.
WHO SHOULD ATTENDExecutive leaders in business, government, philanthropy and education.
organizations and community.
APPLICATION PROCESS To apply for the Inner Work Institute© please visit our website at www.kithoughtbridge.com and click “Register for Events and Trainings.” Printed applications may also be requested by contacting Vincent Smith at Ki ThoughtBridge: 317‐822‐8205 / vsmith@kithoughtbridge com
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge
Ki ThoughtBridge: 317‐822‐8205 / [email protected].
DATE: November 2‐5, 2010 LOCATION: Indianapolis, IN
31
• Leadership DevelopmentServices Offered Leadership Development
• Coaching
• Negotiation Training
• Facilitation Mediation of Complex Negotiations• Facilitation, Mediation of Complex Negotiations
• Training Workshops
• Conflict Resolution
• Change Leadership• Change Leadership
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 32
Coming Soon: Constructive Conflict Management Kit©
Ki ThoughtBridge is excited to announce the new Constructive Conflict Management Kit©.
Ki Th htB id ’ C t ti C fli t M t Kit©Ki ThoughtBridge’s Constructive Conflict Management Kit©:• Defines the characteristics of healthy and unhealthy conflict management• Outlines a four step process for managing conflict constructively• Gives users a series of tools which maximize the probability of success at each step in th fli t l tithe conflict resolution process
If you, your organization or team would like to be notified when the new Constructive Conflict Management Kit© is available, please contact Sue Schraffa at 317.822.8205/ [email protected] or visit our website at www.kithoughtbridge.com
© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge © 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 33