change management - appreciating the challenge - band
TRANSCRIPT
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Change Management
Appreciating the Challenge
March 14 & 15, 2018
Ismo Heikkila
Band Administrator Workshop
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Agenda
• The Community
• Change Management
• Communication
• Appreciative Inquiry
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Enhancement
“A society doesn’t change
by adopting new tools,
but by adopting new behaviors”
….World Future Society
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Dimensions of capacity
• Leadership
• Participation
• Social support – collaboration
• Sense of Community – readiness to improve
• Access to resources
• Skill development and empowerment
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What might be lacking
• Strategies and tactics for building capacity
• Effectively measuring change
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“Positioning…”
“Communities are the agents of civic reform…”
…World Future Society
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Community uniqueness
• Process on own terms, own skills, collective assets,
link to other community initiatives
• New large initiatives can overwhelm resources and staff
• Long term initiatives have value, yet substantial
immediate needs may have priority
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Time
• Time is needed to fully establish and integrate a
capacity building process
• Some models may expect too much too soon
• Historical, cultural, political environment plus time is
needed
• Pressure to succeed may cause failure – need time to
build trust, improve communication, develop solid
working relationships
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Sustainability
• Time for long term support and evaluation
• Is there an assumption that current and future
leadership will actually use the tools and processes?
• Communities want to preserve natural balances in
nature and life
• Need to minimize linear, static, time – oriented format
• Member involvement must include community specific
orientation
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Community relationship
management
• Creating a Framework
• The Change Curve
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Creating a Framework
• Create personal and professional relationships
• Development of individual and group skills
• Create effective working partnerships
• Promote commitment to issues, the group, the process
• Core is your community’s culture
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Going beyond…
• Standard approach;
• Action planning
• Engaging leadership
• Need to Acknowledge;
• Disparities, poor conditions, healing
• Future seeking;
• Collective identity
• Trust
• Reflect the Community’s reality
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The Change Curve
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Notice your
Denial
• Seek information
• Face reality
Acknowledge your Commitment
• Reward yourself
• Stay vigilant
Accept your
Resistance
• Acknowledge your feelings
• Take a small step
Exploration
• Create a vision
• Seek learning opportunities
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The five conflict-handling modes
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMMODATING
AS
SE
RT
IVN
ES
S
AS
SE
RT
IVE
U
NA
SS
ER
TIV
E
COOPERATIVENESS
COOPERATIVE UNCOOPERATIVE
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Managing change
• The relationship of events to time
• Conditions
• External & internal
• The growth process
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What we know…
• Strategy
• Tactics
• Templates
• Leadership
• Influencers
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Review of the learning process
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Information Mental
Education Emotional
Awareness
Understanding
Acceptance
Competency
Action
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Factors to consider
• Age
• Gender
• Health
• Marital/family status
• Income
• Personal assets
• Literacy
• Current events
• Culture
• Residency
• Personal values
• Education
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“Future Shock”
“The illiterate of the 21st century will not only be those who
cannot read and write – but those who cannot learn,
unlearn, and relearn”
Alvin Toffler
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What we want to accomplish….
• guide to appreciating the “people issues”
• acquire tools we can use to manage change
• stimulate discussion among members
Overview of managing change
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What major issues do individuals think
about every day?
• Health
• Relationships
• Career
• Finances
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People challenges
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• Understand the members are on the receiving end of change
• Manage change so the members will “own” the process
“Real change begins with the
simple act of people talking
about what they care about”
Magaret J. Wheatley
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The members
“ We don’t have a single
person to waste”
Maggie Kuhn
Founder of the Gray Panthers
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Culture
• comfort in routines
• fear of change
• “initiative” fatigue
People Factors
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People & Change
“Everyone thinks of changing
the world, but no one thinks of
changing himself”
Leo Tolstoy
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… Overcome anxiety while
preserving ego
… Fear → “Saving Face”
The challenge:
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Progress requires four pre-conditions:
• knowing what to do and why
• knowing how to do it
• wanting to do it
• having the resources
Gaining buy-in
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Leadership
“The noblest joy is the joy of understanding”
Leonardo da Vinci
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Resistance
Overt Covert
• Memos, meetings, one-on-one,
public behaviors
• Is hidden and can go unnoticed
until it destroys a change initiative
• More constructive than covert
because it can be heard and be
addressed
• Clandestine unrest from indirect
complaining to sabotage
• Usually the result of low trust and
inadequate preparation
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The community
“Social advance depends as
much upon the process
through which it is secured
as upon the result itself.”
Jane Addams
Nobel Peace Prize laureate,
social worker, and suffragist (1860-1935)
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• Diverging Goals
- change is seen as a threat to
established goals and means of
achieving goals
• Economic Motives
- change seen as a threat to current
resource allocation
• Political Motives
- change seen as a threat to
established power relationships
Community sources of resistance
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Learning for an unknown future
• Knowledge and skills aren’t enough!
• Human qualities and dispositions
• “Truth of a situation” not really known
• Judgements should not be seen as flowing easily
from personal evidence
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Skills for an unknown future
Words 7%
Voice Tones 38% Physiology
55%
Basic Technical Skills
• Listening
• Paraphrasing
• Challenging
• Summarizing, etc
Advanced Relationship Skills
• Patterns
• Processes
• Procedures
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The need to act quickly
• Urgency with partial
information
• Stress and contradictory
evidence
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Integrating reflection within process
• Not “after the fact”
• Developmental evaluation
• Provides balance between
rigid decision-making and
allows for emergence
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Curators of space
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Feedback
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Communication
Step 1
Sender Message Receiver
Step 2
Sender Message
Receiver
Step 3
Sender Message Receiver
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Communicating key messages
Answer the 5 W’s
• WHO: Who is affected? Who is championing? Who is
Watching? Who cares?
• WHAT: What impact will it have on me? What will I have to do
differently?
• WHERE: Where can I ask for help? Where can I get more
information?
• WHEN: When will I hear more? When will these changes
happen?
• WHY: Why is this necessary? Rewards & Consequences
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Who will be affected?
• Internally – the community members
• Externally – non-members
• How will they react?
• What are their expectations?
• How can they impact the success of the initiative?
• What approaches will be successful with each?
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• What are the current methods?
˗ Face-to-face
˗ Electronic
• What are the potential methods?
˗ Committees
˗ Special Events
˗ Surveys and Focus Groups
• What methods do the members prefer?
(do the research...get the support of the “go to” members)
Communication delivery
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Appreciative Inquiry
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• Theory and practice of
organizational change
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Advocacy
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An educational & business tradition that stresses:
• critical thinking - critiquing
• adversarial thinking - confrontation
• testing one viewpoint against the other
Tendency to focus almost exclusively on advocacy
• presenting views and arguing strongly for them
• debating forcefully to influence others
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Appreciative Inquiry
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Appreciate
• Recognize the quality, significance or
magnitude of…
• To be fully aware of or sensitive to…
• To raise in value or price
Inquiry
• The process of gathering information for
the purpose of learning and changing.
• A close examination in a quest for truth.
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Why Appreciative Inquiry
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• Consult with people
• Learn from past experience
• Involve whole organisation or
community in change
• Build a vision for the future that
everyone can share and help put into
practice
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Application areas
1. Strategic Planning
2. Leadership & Management Development
3. Community Development
4. Business Excellence
5. Collaborative alliances & joint ventures
6. Organization Culture Change
7. HR Practices: Staffing, Orientation, Performance Management
8. Mentoring
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Appreciative Inquiry involves a shift
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“ No problem can be solved from
the same level of consciousness
that created it. We must learn to
see the world anew.”
Albert Einstein
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Why Appreciative?
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• Appreciation is a process of
affirmation, it is an act of
attention
• Create change by paying
attention to what you want
• Appreciation helps groups
generate images for themselves
based on an affirmative
understanding of their past
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Assumptions of Appreciative Inquiry
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• In every society, community,
organization, group or family,
something works
• What we focus on becomes our reality
• Reality is created in the moment and
there are multiple realities
• The act of asking a question
influences in some way
• People have more confidence and
comfort to journey to the future when
they carry forward parts of the past
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Assumptions of Appreciative Inquiry
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• If we carry parts of the past
forward, they should be what is
best about the past
• It is important to value
difference
• The language we use creates
our reality
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How it works…generally
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• First, understand the positive core of a living system. What
makes it most effective and vital, in economic, ecological and
human terms?
We move in the direction of our deepest and most frequently asked
questions.
• Positive guiding images of the future trigger action in the
present.
Images are found in our dialogue with each other.
Ratio of positive to negative statements is a success factor for change.
Individuals & groups can then weave the best of what is into formal and
informal practices.
• This new approach to change, based on the power of the
positive question, has emerged from many fields
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The future…
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• Predictable…
• Probable…
• Preventable…
• Preferable…
World Future Society
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Deficit focus: consequences
• Fragmentation
• Few new images of possibility
• Negative frames are self-fulfilling
• Visionless voice leads to fatigue
• ‘The experts must know’
• Weakened fabric of relationships &
defensiveness leads to negative culture
• Slow: puts attention on yesterday’s causes
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Problem solving & Appreciative Inquiry
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Problem solving Appreciative Inquiry
Felt need ‘identification of problem’
Appreciating and valuing the best of what is
Analysis of causes Envisioning what might be
Analysis of possible solutions
Dialoguing what should be
Action planning Innovating what will be
Basic assumption: community
is a problem to be solved
Basic assumption: community
is a mystery to be embraced
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Discover “What gives life?”
(The best of what is)
Appreciating
Dream “What might be?”
(What is the world calling for)
Envisioning Results
Design “What should be - the ideal?”
Co-constructing
Deliver “How to empower, learn,
and adjust/improvise?”
Sustaining
Affirmative
Topic Choice
Appreciative Inquiry process
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3 truths about human nature
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• Exceptionality: We’re all exceptions. We respond
best when this is noticed & conditions for exceptional
performance are enhanced.
• Essentiality: We each need to be seen as essential
to the group. If we “lift up” meaningful contributions, it
creates a compelling guiding image for others
• Equality: Creates a way for the community to be in
“full voice” about the true, good, better, possible.
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Focus
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• Self
Think about a time when…
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Deciding on a topic
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A Hopeful Act:
People, organizations and communities
move in the direction of what we most
frequently and systematically ask questions
about!
“Answers reflect the past.
Questions advise you about the future”
Margaret Sommerville
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Generic questions
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• Best experience. A time when…
• What do you value about… yourself, work, organization.
• What do you think is the core life-giving factor or value of your community?
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Why it works
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• Doesn’t focus on changing people Relief that the message isn’t
about what they’ve done wrong or have to stop doing.
• Invites people to engage in building the kind community that they
want to live in.
• Helps everyone see the need for change, explore new possibilities,
and contribute to solutions.
• Through alignment of formal and informal structures with purpose
and principles, it translates shared vision into reality and belief into
practice.
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Amplification
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Stories
• Quality of stories told
new telling, new insight
• Sharing of stories told
thematic feedback, documents
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How does this connect with
what I am doing?
You should be:
• thinking
• hoping
• planning
• dreaming
transition points of connection
separation & integration
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Appreciative Inquiry summary
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1. A high-participation, full-voice process targeted at community
innovation
2. A learning process to identify and disseminate your best practices
3. A way of managing and working that fosters positive
communication that can result in the formation of deep and
meaningful relationships
4. An approach to enhance the governance structures and processes
of the community.
5. Mobilizes strategic change by focusing on the core strengths of the
community, then using those strengths to design the future.
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Change Management summary
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• The task of management is meaning -
making and creating possibilities
• Communities are networks of conversation
• Affect action through communication
• Communication contains moral order
• Manage change by managing the
communication
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“One can live magnificently in this world
if one knows how to love and work;
to love one’s work and to work for one’s
love.”
Leo Tolstoy
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Contact information
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Ismo Heikkila Consulting
Cell: 647.520.3879
http://ismoheikkila.com
https://www.linkedin.com/in/ismo-heikkila/
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Thank you!
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