Change According to Change According to DukeDuke

Change is….Change is….

Quick, finish the sentence Quick, finish the sentence the sentence like your life the sentence like your life

depended depended

on it!on it!

Nature of ChangeNature of Change

Is Change Like Is Change Like Spaghetti Sauce or Cake ?Spaghetti Sauce or Cake ?

The best person to take your The best person to take your great advice…is yougreat advice…is you

uu Learn how to learn from lifeLearn how to learn from life

–– Coachville Top 10’s Coachville Top 10’s www.topten.orgwww.topten.org

–– Topical oneTopical one--pagerspagersuu If you give you live…if you don’t you won’tIf you give you live…if you don’t you won’t

–– Popcorn Thoughts: Think on purposePopcorn Thoughts: Think on purpose

–– Me IncMe Inc

–– 100 Goals100 Goals

Change is about Change is about Thinking DifferentlyThinking Differently

Survey Said _ _ _ _ _ _ _ _ _ Survey Said _ _ _ _ _ _ _ _ _

1.1. Something we change every day.Something we change every day.

2.2. It is designed to It is designed to look goodlook good more than more than feel goodfeel good…even though few see it.…even though few see it.

3.3. Its frequency of change was passed Its frequency of change was passed down through the ages. down through the ages.

4.4. Most of us do it without even being Most of us do it without even being asked.asked.

New Audience Brings New ThoughtNew Audience Brings New Thought

uuThinkingThinking

uuSpiritualSpiritual

uu ImprovementImprovement

How you view things How you view things determines what you seedetermines what you see

Fun is a verbFun is a verb

What’s in Your Quote CollectionWhat’s in Your Quote Collection

uuVisionVision: The greatest impediment to our : The greatest impediment to our future is our past success.future is our past success. Tim Porter OTim Porter O’’GradyGrady

uuProcessProcess: Pit a good worker against a : Pit a good worker against a bad system; the bad system will win bad system; the bad system will win every timeevery time

uuPresentationPresentation: You share what you : You share what you know, but you impart who you are know, but you impart who you are Lester Lester BrownBrown

uuValueValue: Your salary is not based on your : Your salary is not based on your worth. Itworth. It’’s based on the problems you s based on the problems you solve. solve. Mike MurdockMike Murdock

Professional ChangeProfessional Change

Seek Insightful People Seek Insightful People

uuJohn LovittJohn Lovitt

uuRolf SmithRolf Smith

uuDavid KinneyDavid Kinney

uuDutch HollandDutch Holland

Your mentors determine your wisdom. You either Your mentors determine your wisdom. You either learn from your lessons or from your mentors.learn from your lessons or from your mentors.Mike MurdockMike Murdock

MindMind--Shift Change ModelShift Change Model

Different Results

Do Things Differently

Think About Thinking

Think Differently

MindshiftMindshift Mindshift

The Office of Strategic Innovation

Find someone worse off than youFind someone worse off than you……then love themthen love them

7 Levels of Change 7 Levels of Change Rolf SmithRolf Smith

uu Level 1 Do the Right thingLevel 1 Do the Right thing

uu Level 2 Do the thing RightLevel 2 Do the thing Right

uu Level 3 Do things BetterLevel 3 Do things Better

uu Level 4 Do away with thingsLevel 4 Do away with things

uu Level 5 Do things Others do rightLevel 5 Do things Others do right

uu Level 6 Do things no other is doing.Level 6 Do things no other is doing.

uu Level 7 Do things that can’t be done.Level 7 Do things that can’t be done.

Have you ever heard of the Creative Have you ever heard of the Creative Problem Solving Institute?Problem Solving Institute?

Sid Parnes

How About the American Creativity How About the American Creativity AssociationAssociation

Edward DeBono

How to Be a Leader in Your How to Be a Leader in Your FieldField

Philip E. Agre. Depart of Information Studies, Univ of CaliforniPhilip E. Agre. Depart of Information Studies, Univ of California, a,

uuPick an issuePick an issue

uuHaving chosen your issue, start a project to Having chosen your issue, start a project to study itstudy it

uu Find relevant people and talk to them Find relevant people and talk to them

uuPull together what you've heard Pull together what you've heard

uuCirculate the result Circulate the result

uuBuild on your workBuild on your work

http://www.himsssct.org/tools/tools.html

http://www.shsweb.org/resources/otherResources.htm

http://www.amcreativityassoc.org/toolsindex.htm

3 Essential Consulting Skills3 Essential Consulting Skills

• Creating

• Marketing

• Applying

Organizational ChangeOrganizational Change

Favorite Organizational Favorite Organizational Development BookletsDevelopment Booklets

uuAnything from Ron Pounds and Price Anything from Ron Pounds and Price PritchettPritchett

–– Business As UnusualBusiness As Unusual

uuYou are expected to get more done with fewer You are expected to get more done with fewer resources in a shorter period of time: Is it fair resources in a shorter period of time: Is it fair or reasonable? It doesnor reasonable? It doesn’’t matter.t matter.

–– High Velocity Culture ChangeHigh Velocity Culture Change

uuYour approach to changing the culture should Your approach to changing the culture should be out of character for the organizationbe out of character for the organization

22--Year Change ProgramYear Change Program

uuKotter’s 8 Step Change ModelKotter’s 8 Step Change Model

uuBaldrige FrameworkBaldrige Framework

uuKaizen (Kaizen (homegrown small change)homegrown small change)

uu 7 Levels of Change 7 Levels of Change (Office of Strategic Innovation)(Office of Strategic Innovation)

uuMindshift Change Model Mindshift Change Model (Office of Strategic (Office of Strategic

Innovation)Innovation)

uuRun the Business Run the Business -- Change the Business Change the Business (Holland & Davis)(Holland & Davis)

uuChange Mastery Change Mastery (Holland & Davis)(Holland & Davis)

uuDialogue Dialogue (William Isaac’s model)(William Isaac’s model)

Dialogue Dialogue the art of thinking togetherthe art of thinking together

uuHow much of your conversation is How much of your conversation is understanding?understanding?

uuHow much of it is “shared” understanding?How much of it is “shared” understanding?

uuHow much do you Advocate vs. InquireHow much do you Advocate vs. Inquire

Leadership ChangeLeadership Change

uuRun the Thinking, Change the ThinkingRun the Thinking, Change the Thinking

uuRun the Strategy, Change the StrategyRun the Strategy, Change the Strategy

uuRun the Role, Change the RoleRun the Role, Change the Role

uuRun the Business, Change the BusinessRun the Business, Change the Business

Run the Business, Change the Run the Business, Change the Business Business

Holland & Davis Inc Holland & Davis Inc www.hdinc.comwww.hdinc.com

If we don’t run the business, we don’t If we don’t run the business, we don’t eat next week. If we don’t change the eat next week. If we don’t change the

business, we won’t be here next yearbusiness, we won’t be here next yearDutch HollandDutch Holland

Theater Metaphor Theater Metaphor Holland & Davis Inc Holland & Davis Inc

1.1. Staying Alert and Attuned to Staying Alert and Attuned to Organizational SuccessOrganizational Success

2.2. Understanding the Time for Understanding the Time for Organizational ChangeOrganizational Change

3.3. Providing Input about the FutureProviding Input about the Future

4.4. Actively Contracting for a Role in the Actively Contracting for a Role in the New Work of the OrganizationNew Work of the Organization

5.5. Taking the Initiative to Develop the New Taking the Initiative to Develop the New Work Role Work Role

6.6. Changing Over to the New Work Role Changing Over to the New Work Role with High Performancewith High Performance

7.7. Stopping Old WorkStopping Old Work

8.8. Refining the New Work RoleRefining the New Work Roleto the Needed Performance to the Needed Performance

LevelLevel

Step 1: Keep a DualStep 1: Keep a Dual--Perspective Perspective MindsetMindset

How to Keep a DualHow to Keep a Dual--Perspective Perspective MindsetMindset

1.1. Envision “running the business” (or doing Envision “running the business” (or doing business) as separate from “changing the way business) as separate from “changing the way we run the business.”we run the business.”

2.2. See “run the business” in terms of “customer See “run the business” in terms of “customer business” (i.e., providing services and/or business” (i.e., providing services and/or products).products).

3.3. See “changing the way we run the business” See “changing the way we run the business” in terms of changing attributes of the business in terms of changing attributes of the business (i.e., changing workflow processes).(i.e., changing workflow processes).

Step 2: Empower Both PerspectivesStep 2: Empower Both Perspectives

Step 3: Guide Change with a Clear Step 3: Guide Change with a Clear VisionVision

Step 4: Lead with Two Clear Step 4: Lead with Two Clear AgendasAgendas

Step 5: Establish Scorecards with Step 5: Establish Scorecards with Corresponding Consequences (+ Corresponding Consequences (+

and and --) )

Step 6: Manage Results Through Step 6: Manage Results Through ForumsForums

Measuring the RB/CB ProcessMeasuring the RB/CB Process

Change the Business

Run the B usiness

T ODAY ’S “C HANGE - THE -B USINESS ” B ECOMES

T OMORROW ’S N EW “R UN - THE -B USINESS ”

Kotter’s 8 Steps Kotter’s 8 Steps

uu 1. Establish a sense of urgency1. Establish a sense of urgency

uu 2. Create the guiding coalition2. Create the guiding coalition

uu 3. Develop a vision and strategy3. Develop a vision and strategy

uu 4. Communicate the change vision4. Communicate the change vision

uu 5. Empower broad5. Empower broad--based actionbased action

uu 6. Generate Short6. Generate Short--term winsterm wins

uu 7. Consolidate gains and produce more change7. Consolidate gains and produce more change

uu 8. Anchor new approaches in the culture8. Anchor new approaches in the culture

Solution Session Solution Session GE WorkOut + OsbornGE WorkOut + Osborn--Parnes Creative Problem Solving Parnes Creative Problem Solving

ProcessProcess

uuUncharacteristic, Successful ChangeUncharacteristic, Successful Change

–– Fact Finding Fact Finding -- People tend to make a People tend to make a decision once they know all the available decision once they know all the available factsfacts

–– Representatives of major Representatives of major roles/functions/departments impacted roles/functions/departments impacted

–– Accountability maturity Accountability maturity –– Leadership, Team Leadership, Team Leader, Representative team members.Leader, Representative team members.

–– Crafts with what needs to be, then retrofits Crafts with what needs to be, then retrofits back into the organizationback into the organization

How well do you articulate?How well do you articulate?

©©All material is copyright David Kenny, unless otherwise statedAll material is copyright David Kenny, unless otherwise stated

David Kenny. I Path Consulting, Houston, Texas. 712 256 4730David Kenny. I Path Consulting, Houston, Texas. 712 256 4730Copyright Action Technologies, Inc.. All rights reserved worldwide.

Linguistics Model of Customer Service Linguistics Model of Customer Service builds trust, creates opportunities for builds trust, creates opportunities for coinventioncoinvention

Satisfaction Performance

Preparation

Declarationof Satisfaction

Declarationof Completion

PerformerPerformer

Mutual Promise

CustomerCustomer Conditions of Satisfaction

Commitment

Request

Don’t Forget Your PeopleDon’t Forget Your People

uu Transition Planning Transition Planning –– the people plan the people plan within the communication planwithin the communication plan

uuStakeholder Needs/Expectations MatrixStakeholder Needs/Expectations Matrix

Transition PlanningTransition Planning

uu The plan within the planThe plan within the plan

uuHelp staff migrate successfully to the new Help staff migrate successfully to the new wayway

–– PreparationPreparation

–– People considerationsPeople considerations

–– Organization considerationsOrganization considerations

Stake Holder CommunicationStake Holder Communication

uuRoles/ResponsibilitiesRoles/Responsibilities

uuVested Interest in the ChangeVested Interest in the Change

uuConcerns or SensitivitiesConcerns or Sensitivities

uuCommunication Engagement ExpectationsCommunication Engagement Expectations

Create SolutionsCreate SolutionsGrowing a culture around improvementGrowing a culture around improvement

uuHalfHalf--day workshopday workshop

uu Today Show format learningToday Show format learning

uuPDCA tool sitePDCA tool site

uuProject DatabaseProject Database

–– Virtual coaching (electronic window)Virtual coaching (electronic window)

–– Annual Olympic project evaluationAnnual Olympic project evaluation

–– Knowledge Management (proven practices)Knowledge Management (proven practices)