LEADING CHANGE

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• LEADING CHANGE

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Outline of Leading Change Module

• The Nature of Change
• A model for understanding human responses to
  change
• Actions for introducing/Leading Change
• The Forces Causing Change
• Understanding Change resistance
• Identifying perceived losses and opportunities
  for Change
• Developing Change Resilience in yourself and
  others

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The Nature of Change

• to make the form, content or future course of
  something different from what it is or from what
  it would have been if left alone
• Change disrupts the status quo
• Breaks the momentum and continuities that
  represent the steady streams of our lives and
  organization
• Shocks us out of a comfortable place into
  discomfort
• The heart of change is movement, transition and
  discontinuities

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The Nature of Change.

• 2 Aspects of Changes nature profoundly
  influence the course of change and its impact on
  people.
• The more disruptive a change is to the status
  quo, the greater it diminishes the capacity to
  envision the future.
• The path of change is unpredictable, even to the
  leaders. There are always unintended consequences
  you may get a lot more than you expected or
  none of what you hoped.
• Once initiated Change takes its own course,
  people other than the leader can influence its
  future. The leader must remain engaged with the
  change, providing on-going direction and
  guidance, working to shape the change as it
  evolves.

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The Journey Through Change
Learning, Acceptance and Commitment
Comfort and Control
Looking Back
Looking Forward
Inquiry, Experimentation, and Discovery
Fear, Anger, and Resistance
Chaos
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Characteristics of Comfort and Control

• Comfortable
• Safe
• Everythings fine
• Happy
• Satisfied
• No problems
• Positive
• Rewarding
• In control
• Im okay, youre okay

People feel comfortable, safe, and in
control. They are working hard but often on the
wrong things
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Characteristics of Fear, Anger, and
Resistance

• Frustration
• Anger
• Fearful
• Betrayed
• Upset
• Confused
• Challenged

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Characteristics of Fear, Anger, and
Resistance (contd.)

• Hostility
• Anxiety
• Self-doubt
• Lost
• Dazed

People feel frustrated, angry, and fearful about
the change. Performance deteriorates
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Characteristics of Inquiry, Experimentation,
and Discovery

• Confused
• Questioning
• Hopeful
• Opportunity
• Frustrated
• Disappointed
• Challenged
• Half-way there!
• Making Progress

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Characteristics of Inquiry, Experimentation,
and Discovery (contd.)

• Going in all directions at once
• Searching for solutions
• Exciting!
• Innovation/creativity

• People want to make the change work
• on their terms as well as those of
• the organization but they dont
• have clear answers

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Characteristics of Learning, Acceptance, and
Commitment

• Now I know!
• Energized
• Success!
• We made it!
• Relief
• Wow!
• Self Confidence
• Satisfied
• Comfortable
• Whats next?

People are focused on and excited about the
future. They begin working together to
accomplish the change vision
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Getting Struck in the Journey

• Comfort and Control Complacency and
  Obsolescence
• Fear, Anger, and Resistance Sickness
  Depression
• Inquiry, Experimentation, Anxiety and Lack of
  
• and Discovery Integration
• Learning, Acceptance and Gradual Drift
  Backward into
• Commitment Comfort and Control

When people get stuck here... It
can lead to this
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In Your Small Group

• What specific actions can we take to help
• Ourselves
• Others
• Along the emotional journey through
• change.

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Actions for Comfort and Control

• Acknowledge their successful past.
• Get peoples attention!
• Sell the need for change sell the pain and
  consequences of not changing.
• Immerse people in information about the
  changecustomers complaints, budget data,
  increasing cost, competitive pressures.
• Let people know it will happen one way or the
  another!
• Give people time to let the ideas sink in.
• Dont sell the solutionssell the problem.

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Actions for Fear, Anger, and Resistance

• Co-create the vision
• Listen, listen, listen.
• Acknowledge peoples pain, perceived losses, and
  anger.
• Strive to address their perceived losses.
• Tell people what you know - and what you dont
  know.
• Dont try to talk people out of their feelings.
• Discuss ways to solve the problems people see
  with the change.
• Encourage discussion, dissent, disagreement,
  debatekeep people talking

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Actions for Inquiry, Experimentation and
Discovery

• Give people freedom and direction.
• Give people permission to find their own
  solutions.
• Encourage people to take risks.
• Affirm and refine the vision make room for
  others ideas.
• Tell other people as much as you know.
• Encourage teamwork/collaboration.
• Encourage personal reflection and learning.
• Provide people with training and support.
• Set short- term goals.

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Actions for Learning, Acceptance and
Commitment

• Acknowledge their hard work.
• Celebrate success and accomplishments.
• Reaffirm the vision.
• Bring people together towards the vision.
• Acknowledge what people have left behind.
• Develop long-term goals and plans.
• Provide tools and training to reinforce new
  behaviors.
• Prepare people for the next change

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Leader Action
Stability
Learning, Acceptance and Commitment
Comfort and Control
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Create a felt need for change
Stabilize and sustain the change
Looking Forward
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Looking Back
Leader Actions
Revise and Finalize the change plan
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Introduce the change
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Inquiry, Experimentation, and Discovery
Fear, Anger, and Resistance
Chaos
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In Your Small Group

• What specific action can we take to introduce,
• lead, and sustain a specific change in our
• organization?
• Identify actions that help you
• a. Initiate or introduce the change.
• b. Respond to the emotional needs of the
• people at the respective stage.
• c. Meet the noted key challenge

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Create a Felt need

• Identify what needs to change.
• Identify why it must change identify the
  problem that needs to be solved.
• Immerse them in the data from the customer, from
  other stakeholders, from the organizations
  performance successes and failures.
• Identify the consequences for the organization of
  not solving the problem or not responding to the
  challenge.
• Get their attention give people a reason to
  ,move out of comfort and complacency

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Introduce the Change

• Ask people to solve the problem.
• Offer your own possible solutions and strategies.
• Work with others to co create a shared change
  vision.
• Guide people in exploring the positive outcomes.
• Listen to peoples objections, concerns, fears,
  and perceived losses.
• Acknowledge their fears and perceived losses.
• Invite people to offer ideas to offset the losses
  and realized the benefits.
• Integrate their concern about and ideas for
  improving change.

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Revise and Finalize the Change

• Help people
• Identify/explore the hidden opportunities
• Define the future of the change on their terms
  and those of the organization
• Invent creative solutions to the challenges
• Continue to identify obstacles to change
  acceptance that must be overcome explore the
  hidden opportunities.
• Encourage people to find creative answers to
  their questions about the change.
• Adjust the change vision, strategy and plan in
  response to the ideas and answers offered by
  stakeholders.

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Stabilize and Sustain the Change

• Develop action steps for stabilizing,
  reinforcing, and sustaining the change
• Give people time to mourn their actual losses
• Provide skill and knowledge training
• Revise job descriptions
• Develop new reward systems
• Strengthen social connections and relationships
• Recognize and celebrate accomplishments
• Develop performance measures to evaluate the
  results from the change
• Make adjustments to change vision and strategy to
  reflect new learning and insights.
• Challenge people to be open to new challenges,
  forces, and pressures for the next change.

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• The art of progress is to
• preserve change amid order and
• preserve order amid change.
• -Alfred North Whitehead
• British mathematician and
• philosopher (1861-1947)

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Forces of Change
External Forces Technology Economy Market
Niche Human/Social Needs and Values Government
Policies
Internal Forces Leadership and vision Workforce
Demographics Employee Dissatisfaction New
Ideas Performance Failures
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Exploring the Forces

• First by yourself Identify the external and
• Internal forces for change that you see putting
• pressure on this organization
• Then as a group
• 1. Discuss your individual lists.
• 2. Explore agreement on the key forces.
• 3. Identify the consequences if the
  organization does not respond effectively to
  these forces.

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Responding to the Forces

• For each key force pressuring the
• organization the organization to change,
• identify at least three constructive ways in
• which the organization can respond
• effectively.

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• Change
• is inevitable,
• Growth is optional

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• There is nothing more delicate to take in hand,
• nor more dangerous to conduct, nor more
• doubtful of success, than to step up as a leader
• in the introduction of changes.
• For he who innovates will have for his enemies
• all those who are well off under the existing
  order of
• things, and only lukewarm supporters in those
• who might be better off under the new.
• - Niccolo Machiavelli
• The Prince, 1527

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Origins of Resistance

1. Some people fear loss.
2. Some people mistrust those who lead.
3. Some people disagree on the change.
4. Some people dont tolerate change well.

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In Your Small Group

1. Which of the reasons for change resistance are
   the most likely causes of resistance in this
   organization or for this change?
2. Identify at least two or three actions that
   change leaders and those affected by the change
   can take to help reduce or eliminate that source
   of resistance.

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We Value Resisters Because

• They clarify the problem.
• They identify other problems that need to be
  solved first.
• They force change leaders to think before they
  implement the change.
• Their tough questions can strengthen and improve
  the change.
• They let us know opposes the change.
• They slow down the change.
• They might be right, it is a dumb idea!

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The Crisis of Change

• Danger!
• Hidden Opportunity

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The PERCEIVED Losses

• Job Security
• Psychological Comfort and Security
• Control over Ones future
• Purpose/ Meaning
• Competence
• Social Connections

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The PERCEIVED Losses

• Territory
• Future Opportunities
• Power
• Social Status
• Trust in Others
• Independence and Autonomy

Of these potential losses, Which are people most
likely To experience from the coming changes?
What can we do to reduce or Eliminate these
losses.
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In Your Small Group

1. Discuss the most likely perceived losses from the
   change
2. Identify at least two or three actions people can
   take to reduce, eliminate, or offset the
   perceived loss with a hidden opportunity.

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Human Nature

• People want to maintain control over their lives.
• People develop self-confidence and psychological
  health by building stable and effective
  relationship with others.
• Our sense of control, comfort, and well- being
  results from the degree of certainty we have
  about our lives and our future.
• Change disrupts our ability to predict whats in
  store for us.
• The more a change disrupts our ability to
  envision our future, the greater our confusion,
  fear, anxiety, and self doubt.

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Change Nuggets.

• The absence of change is death to the future of
  any organization presence of change perceived as
  chaotic and relentless can lead to organization
  disintegration
• People want to maintain control over their lives.
• Change is inevitable growth is optional
• Change is difficult because it moves people out
  of their comfort zone
• People dont resist change as much as they resist
  being changed
• Resistance to change occurs for a reason

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Change Nuggets.

• People respond to change differently, based on
  their personalities, histories, personal visions,
  or perceptions of the surrounding environment
• You cant change people only them can make the
  choice to change
• The complexity and size of change matters
• You can never communicate too much during a
  difficult and complex change
• Resilience is important
• Leaders dont control change they guide, shape
  and influence it

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Resilience is

• The ability to recover from or adjust easily to
  misfortune or change.
• The capability of a strained body to recover its
  size and shape after being subjected to adversity
  or stress.

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Develop Your Resilience

• Self-Assured
• Clarity of Personal Vision
• Flexible
• Organized
• Problem Solver
• Interpersonal Competence
• Socially Connected
• Proactive

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In Your Small Group

1. Discuss your reactions to and questions about
   resilience and its dimensions.
2. Identify three or four actions that leaders and
   individuals can take generally to develop and
   strengthen resilience in themselves and others.

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• Blessed are the flexible, for
• they shall not be
• bent out of shape.
• - Dr. Michael McGriffy

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