Change: Personal & ProfessionalGrowth, Opportunity, Learning, Development Program

Lauren Pressley | March 15, 2017

Introductions

Introductions

● Name, role● Gut feeling about change● Current changes?

By the end of this session...1. Understand and identify models of change in order to make sense of changes at

work and in organizations.

1. Understand and navigate your role in change in order to feel empowered and have agency in changes you face.

2. Identify strategies and techniques for working with your supervisor in order to help minimize stress and maximize the successful implementation of change.

3. Recognize change happens at different scales in order to identify positive changes you can effect within the organization.

Models of Change

Spectrums

● Evolutionary vs. Revolutionary

Spectrums

● Evolutionary vs. Revolutionary● Farmer vs. Miner

Spectrums

● Evolutionary vs. Revolutionary● Farmer vs. Miner● Top Down vs. Bottom up

Diagnosing the Situation

Diagnosing the Situation

Diagnosing the Situation

Case-StudyActivity

Understanding & Navigating Change

“Change is disturbing when done to us, exhilarating when done by us.”

Rosabeth Moss Kanter

Reflection

● Patterns of change, patterns of response

Reflection

● Patterns of change, patterns of response● Takes time to process/think/reflect

Reflection

● Patterns of change, patterns of response● Takes time to process/think/reflect● Authenticity

Tools

● Authenticity ○ Strengthsfinder○ Appreciative inquiry

Tools

● Authenticity ○ Strengthsfinder○ Appreciative inquiry

● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network

Bolman & Deal’s Four Frames, image from http://soniamdavis.blogspot.com/2014/07/organization-theory-and-behavior.html

Tools

● Authenticity ○ Strengthsfinder○ Appreciative inquiry

● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network

Tools

● Authenticity ○ Strengthsfinder○ Appreciative inquiry

● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network

● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations

From https://en.wikipedia.org/wiki/Responsibility_assignment_matrix

Tools

● Authenticity ○ Strengthsfinder○ Appreciative inquiry

● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network

● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations

Pair/ShareActivity

Working with Supervisors

Understanding the Direction

● Mission/vision/strategic plan● Reports● Meetings● Email

Understanding Your Manager

● Their change process○ Top down, or likely to ask for input?○ How open earlier in thinking○ How your manager prioritizes

Choosing Your Strategy

● Shared language● Identify your role● Communication

○ Ask manager what they need to implement change○ Share with your manager what you need to implement change

Think/ShareActivity

Change at Different Scales

Large Change ● mission/vision● Strategic plan● New

administration● Reorg● Revolutionary

change

Large Change ● mission/vision● Strategic plan● New

administration● Reorg● Revolutionary

change

Significant Change ● Small

organizational recalibration

● Staff leaving/new hires

● New service

Large Change ● mission/vision● Strategic plan● New

administration● Reorg● Revolutionary

change

Significant Change ● Small

organizational recalibration

● Staff leaving/new hires

● New service

Smaller Change ● Adapting

existing service● Changes within

individual work● Evolutions

Scale of Change Impacts Approach

● Amount of buy in required● Who needs to be involved ● Timeline to implementation

Scale of Change Impacts Approach

● Amount of buy in required● Who needs to be involved ● Timeline to implementation● What are some changes you’ve implemented?

Think/ShareActivity

Wrap Up