leading and managing change [change management]
Post on 14-Dec-2014
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Leading & Managing
Change
2Leading & Managing Change
For the next hour..
Madness of changeFear of changeLeading change
Different cultures
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Why it's important to Embrace change… and Lead it
Reality: In case you haven’t noticed… the world is changing!
Life is Changing
Sameness Versus Never before
Identity Versus Madness
Leading & Managing Change
Change will not only continue, it will increase…
How can we learn to surf the waves of change, rather than be swept away?
• The identity crisis: organizations as teen-agers
• The better you know who you are, the more open you are to change
• The more unsure you are, the more threatened you feel, the more averse to change
• The tragedy of our times: the more change, the more uncertainty in the global socio-economic and physical environment, the more threatened people feel, the more rejection of change
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The QuestionHow many psychologists do you need to change a
lamp?
Only one. But the lamp needs to really WANT to change…
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The Door to Change
The door to change only opens from within.
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Feel Safe
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Ask Yourself
Who are you?
What do you want?
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Geography
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Connectivity
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Learning Anxiety – The Fear of Change
Temporary IncompetencePunishment For Incompetence
Loss Of Personal IdentityLoss Of Group Membership
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Principles Of Transformative Change
1. Fear of (not) SURVIVING (sense of urgency) must be greater than the fear of LEARNING
2. Learning anxiety must be reduced, rather than increasing survival anxiety
Fear of (not) Surviving
Fear of Learning>S L
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Not Rational
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Vectors
Spiritual
Emotional Rational
Physical
Values, beliefs, culture, “right” & “wrong”, ethics, aesthetics
ThinkingFeeling
Acting, doing
The “Mind”
The “Brain”
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How Do You Create Psychological Safety?
• A compelling positive vision
• Formal training
• Involvement of the learner
• Informal training of relevant “family” groups and teams
• Practice fields, coaches and feedback
• Positive role models
• Support groups
• Room for discussion, expression, clarification
• Consistent systems and structures
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Change: The Formula
C = V F D > X
C - ChangeV - VisionF - Expected success feasible (first
steps)D - Dissatisfaction w/ presentX - Cost of change
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Rules Of Thumb For Change AgentsHerbert A. Shepard
1. Stay alive2. Start where the system is3. Don’t work uphill
1. Don’t build hills as you go2. Work in the most promising arenas3. Don’t use one when two can do it4. Don’t over-organize5. Don’t argue if you can’t win
4. Innovation requires a good idea, initiative and a few friends
5. Load experiments for success6. Light many fires7. Keep an optimistic bias8. Capture the moment
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Culture Differences
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Action & Implementation
Time
Act
ion
German
Dutch
American / UK
French
Brazilian
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From specific information to general, contextual information
From general, contextual information to specific information
Communication
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Power Distance – Less powerful members of institutions and organisations accept that power is distributed unequally.
Individualism – People are supposed to look after themselves and their immediate family only. versus (Collectivism) - People belong to in-groups or collectivities which are supposed to look after them in exchange for loyalty.
Performance – The dominant values are achievement and successVersus (Caring) - The dominant values are caring for others and quality of life
Uncertainty Avoidance – People have created beliefs and institutions to avoid ambiguous situations
Long-Term Pragmatism – Pragmatic future-orientated perspective rather than a normative, historic or near term point of view.
Definitions
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Culture Implications For Change
Egalitarian
• Broad guidelines• Rely on team• Decentralized• Questioning
Hierarchical
• Detailed instructions
• Rely on leader• Centralized• Clarification
asked
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How do you convince people to change?
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We have seen…
• Madness of change• Fear of change• Leading change• Different cultures
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Reactions to change
1. Shock2. Denial3. Guilt4. Projection5. Rationalization6. Integration7. Acceptance
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