CHANGE BY DESIGN NOT BY DEFAULT

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CHANGE BY DESIGN NOT BY DEFAULT

• Suzan Swanton, LCSW-C
• Central East Addiction
• Technology Transfer Center
• sswanton_at_danyainstitute.org
• 240.645.1147

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CHANGING BY DESIGN NOT DEFAULT

• In the following, pages slides, I offer nothing
  more than simple facts, plain arguments and
  common sense and have no other preliminaries to
  settle with the reader listener, other than
  that he will divest himself of prejudice and
  prepossession, and suffer his reason and his
  feelings to determine for themselves.and
  generously enlarge his view beyond the present
  day.
• Thomas Paine, Common Sense

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WORKSHOP DESIGN

• Establish Premise
• Review contribution of leadership to change
• Review contribution of staff to change
• Review steps to become a learning organization
• Review of factors that influence the change
  process

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CHANGE BY DESIGN NOT BY DEFAULT

• Workshop Design
• PREMISE
• Change is constant and
• organizations can learn
• how to successfully negotiate
• and implement it

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CHANGING BY DESIGN NOT BY DEFAULT

• Change is constant
• Organizations should always be in training to
  change
• Leaders must create a culture where people learn
  to change effectively and efficiently

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CHANGING BY DESIGN NOT BY DEFAULT

• Staffs must have on-going opportunities to
  practice changing skills
• Staffs must feel safe to be creative, to debate,
  to raise issues, to question status quo

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CHANGING BY DESIGN NOT BY DEFAULT

• Staffs must experience change as a natural
  process of growth and striving for excellence.
• Staffs must feel respected for their
  contributions

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CHANGE BY DESIGN NOT BY DEFAULT

• Being primed for change depends on the
• Leadership style
• Valuing the contributions of staff as individuals
  and a group/team
• Knowledge of the change process

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CHANGE BY DESIGN NOT BY DEFAULT

• Workshop Design
• CONTRIBUTIONS OF LEADERSHIP TO CHANGE

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CHANGE BY DESIGN NOT BY DEFAULT

• A great leader has
• the ability to instill within her people
  confidence in themselves

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GOOD TO GREAT

• Analysis of companies that went from good to
  great with those who failed to make leap
• Goal was to discover the essential and
  distinguishing characteristics
• Isolated six characteristics.

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GOOD TO GREAT

• Distinguishing characteristics of the good to
  great companies
• Level 5 Leadership
• First WhoThen What
• Confront the Brutal Facts
• Hedgehog Concept
• Culture of Discipline
• Technology Accelerators

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LEVEL 5 LEADERSHIP

• Humility Will Level 5 Leadership
• Humility
• I never stopped trying to become qualified for
  the job
• You can accomplish anything in life, provided
  that you don not mind who gets the credit.
• We centric, not I centric mind set

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LEVEL 5 LEADERSHIP

• Charismatic and self-important leaders can retard
  companies ability to change
• Leaders need to
• Develop the leaders around you
• Build a culture of learning, teamwork, and mutual
  respect
• Create an safe and creative environment conducive
  to productive disagreement
• Need to be committed to personal growth and
  enhancing relationship skills.

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LEVEL 5 LEADERSHIP

• Humility Will Level 5 Leadership
• Will
• Not just humility but will to move toward
  excellence
• Walk the talk continually

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LEVEL 5 LEADERSHIP

• The worst leader, the people fear.
• The next best leader, the people pay.
• The next best leader, the people love.
• The best leader, the people think they did it
  themselves.
• Tao Te Ching

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FIRST WHOTHAN WHAT

• First be concerned with who is on your bus and
  with what you are going to do
• When you know you need to make a people change,
  act
• The right people People who can argue and
  debate, and then unify once decision is made

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CONFRONT THE BRUTAL FACTS

• Great companies continually review the brutal
  facts to refine their vision and goals
• Staff must feel safe to bring the brutal facts
  of reality to the leader
• There must be a climate where the truth is
  heard

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A CLIMATE WHERE TRUTH IS HEARD

• Lead with questions not answers
• Engage in dialogue and debate not coercion
• Conduct autopsies without blame
• Red flag mechanism

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CHANGE BY DESIGN NOT BY DEFAULT

• When tempted to tell,
• ask

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DEVELOPING THE LEADERS AROUND YOU

• What are the
• characteristics of
• good leaders?

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CHANGE BY DESIGN NOT BY DEFAULT

• It takes a leader with vision
• to see the future leader
• within the person

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CHANGE BY DESIGN NOT BY DEFAULT

• Workshop Design
• CONTRIBUTIONS OF STAFF
• TO THE CHANGE PROCESS

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• A group decision is superior to one made by the
  smartest individual in the group.
• Shift from hired hands paradigm to seeing staff
  as most important resource.

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• Creating a team spirit is useful
• If you want staff to take responsibility for
  quality and productivity
• If you want to reduce costs
• If you want to serve you customers better
• If the work requires judgment
• If the work requires a variety of activities
• If the work requires a range of skills.

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CHANGE BY DESIGN NOT BY DEFAULT

• Leadership is not something you do to people.
  It is something you do with people.
• 
  

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USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY

• Make use of staff as a team
• Coach staff in team skills
• Celebrate and encourage change agents

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USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY

• Empower your staffs
• Empowerment is the process of helping the right
  people make the right decision for the right
  reasons
• Everyone is a manager responsible for quality.

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• A team is a group of people working together
  toward a specific objectives
• Teams/Staff that are functional and empowered
• Pool abilities and focus energies on the tasks
  /areas that need attention at any given moment
• Provide more capable and flexible coverage of
  organizations needs.

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• Using team work in day to day operations, builds
  a staff trained
• To problem solve,
• To lead,
• To scan environment for enhancement opportunities
  and problem resolutions.
• To learn quickly, stop on a dime and change

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• Role of the Successful Manager
• Coordinates Activities
• Advises on Problems and Opportunities
• Provides Resources
• Coaches on Problem Solving
• Assists in Implementation
• Provides informal and formal recognition

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CHANGE BY DESIGN NOT BY DEFAULT

• The first responsibility of a good leader
• is to define reality and
• the last is
• to say thank you.

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STAFF AS A TEAM

• What are
• the characteristics
• of a good team player?

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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

• What are the
• characteristics
• of an effective coach?

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LEADER AS TEAM COACH

• Coaching
• Make sure staff members are prepared
• Create a positive atmosphere
• Demonstrate or clearly describe desired
  performance
• Observe player performing activity
• Follow-up / Feedback

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PARADIGM SHIFT

• Boss
• Talks a lot
• Tells
• Fixes
• Presumes
• Seeks control
• Orders
• Works on
• Assigns blame
• Keeps distant

• Coaches
• Listens a lot
• Asks
• Prevents
• Explores
• Seeks commitment
• Challenges
• Works with
• Takes responsibility
• Makes contact

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CHANGE BY DESIGN NOT BY DEFAULT

• Guidance
• without interference
• is the primal virtue
• Tao Te
  Ching

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CHANGE BY DESIGN NOT BY DEFAULT

• Workshop Design
• BECOMING A LEARNING ORGANIZATION

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BECOMING A LEARNING ORGANIZATIONS

• Assess your learning culture
• Promote the positive
• Make the workplace safe for thinking
• Reward risk-taking
• Help people become resources for each other
• Put learning power to work

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BECOMING A LEARNING ORGANIZATIONS

• Map out a vision
• Bring the vision to life
• Connect all the systems
• Get the show on the road

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CHANGE BY DESIGN NOT BY DEFAULT

• Nothing is worse
• for an organization
• then a good idea
• put into practice badly

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CHANGE BY DESIGN NOT BY DEFAULT

• Workship Design
• THE CHANGE PROCESS

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Change Initiatives Must Be . . .

• Relevant
• Timely
• Clear
• Credible

• Multifaceted
• Continuous
• Bi-directional

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Change Initiatives must address

• Multiple levels of the organization including
• Program/organizational level
• Practitioner/clinical level
• Client/patient level
• p. 27

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The Stages of Change

• Pre-contemplation
• not thinking about change everything is working
  like it is suppose to
• Contemplation
• thinking about change but ambivalent are things
  really that bad?
• P. 20/28/52

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The Stages of Change

• Preparation
• getting ready to change but not quite ready to
  act
• Action
• actively changing
• Maintenance
• made change and trying to maintain it

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The Steps

• Steps listed in The Change Book provide
  guidelines for each aspect of the design,
  development, implementation evaluation and
  revision of your change initiative
• P. 9/13

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Minimizing Resistance

• Directly address resistance
• Discuss pros and cons openly
• Provide incentives and rewards
• Celebrate small victories
• P. 21

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Minimizing Resistance

• Actively involve as many people as possible
• Emphasize that feedback will shape the change
  process it is bi-directional
• Use opinion leaders and early adopters

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Minimizing Resistance

• Listen to fears and concerns
• Educate and communicate
• Develop realistic goals
• Actively listen to resistors

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REFERENCES

• Blanchard, Ken. The Heart of a Leader Insights
  on the Art of Influence. Tulsa Honor Books,
  1999.
• Collins, Jim. Good to Great. New York Harper
  Collins Publishers, 2001
• Goleman, Daniel, Boyatzis, Richard, McKee, Annie.
  Primal Leadership Realizing the Power of
  Emotional Intelligence. Boston Harvard Business
  School Press, 2002.

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REFERENCES

• Holp, Lawrence. Managing Teams. New York McGraw
  Hill, 1999.
• Kline, Peter and Saunders, Bernard. Ten Steps to
  A Learning Organization. Arlington Great Ocean
  Publishers, 1993.
• Maxwell, John C. Developing the Leaders Around
  You. Nashville Thomas Nelson Publishers, 1995.
• ____. The 21 Indispensable Qualities of A Leader
  Becoming the Person Others Will Want to Follow.
  Nashville Thomas Nelson Publishers, 1999.