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Presentation by Timothy S. Griles, Managing Principal, Human Dynamics Consulting, LLC
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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?