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Creating a reflective and change-orientedculture using a bit o’ science
Gale Stafford
University of Illinois
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The problem with change
“We fear change.” Garth Algar
Wayne’s World (1992)
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Overwhelmed by uncertainty
Talk of big changesintroduces uncertainty
Uncertainty triggersfight-flight-freezeresponse
Emotional contagioneffect scientifically verified
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Mere talk of change kills motivation
Strongest motivationcomes progress inmeaningful work
Brain experiencesimagined threats asreal
Talk of big changes adistraction frommeaningful work
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7/29/2019 Creating a Reflective and Change-Oriented IT Culture Using a Bit O' Science (166251982)
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Culture ill-defined
Perceived as “fuzzy”or ambiguous
Discussions of culture will go inmany directions
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7/29/2019 Creating a Reflective and Change-Oriented IT Culture Using a Bit O' Science (166251982)
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Leadership dilemma
Talk of loomingchanges distractsfrom meaningful work
Culture change seenas impossible
Driving change whileempowering people
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7/29/2019 Creating a Reflective and Change-Oriented IT Culture Using a Bit O' Science (166251982)
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Scientific approach to change
Measurement
- Pre-test
-
Change/interventi
on
- Post-test
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7/29/2019 Creating a Reflective and Change-Oriented IT Culture Using a Bit O' Science (166251982)
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Diagnostic phase
Competing ValuesFramework
30 years of use
Pragmatic, powerful
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Organizational Culture AssessmentInstrument
•
Effective model for culture asssessment• ocai-online.com
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Diagnostic methods
Focus groups• costly • small sample• deep exploration of topics
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Diagnostic methods
Surveys
• Go broad
• Visible support fromsenior management
• Professionally-designed beats amateur-designed
• Example: OCAI survey tool
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Culture assessment - exercise
•
Competing Valuesculture assessment(abridged version)
•
Discussion
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Action planning phase
Reflection periodimportant
Action planning tocreate the needed values-realignment
Address the internaland external needs
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Changes to implement
Structural changes
New work practices
Leader development
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Structural changes - examples
• Change control process (5 yrs in phase 1)
• Service catalog/inventory (just starting)
•
Process inventory (started Dec 2012)• Restructuring management, reporting
lines
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Structural changes: talent
• Structured approachto selection anddevelopment
• Selection criteria andcompetency modelfor new managers
• Scrutinize and alignpeople decisions with
your strategically mapped values
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Reflective culture
Values build from reflective practices
Which practices encourage introspection
and learning?
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Reflective practices
How to make new practices the new norm?
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Professional journaling
• Journal on victories,challenges
• Don’t overlook the
positive• Learn about yourself
• Improve over time
•
Read “The Progress Principle” by Teresa Amabile
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Group practices: post-mortem
Post-mortem analysis
Were the group goalsclear to you?
How could planning beimproved?
Were there enoughresources given theproject schedule?
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Group practices: facilitatedmeetings
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Organizational practices: dialogue
World café method – “thepower of conversation as akey business process”
- ~5 people per table- Compelling questions- Rounds of dialogue- Each new round: one
host remains back. The
rest travel to new table- Harvest
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Test your mindset
•
Mindset assessment• Discussion
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Developing people
Overcoming the fixedmindset
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Developing people
Encouraging thegrowth mindset
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Developing leaders
Bench strength – change agility as acompetency
Managers with agrowth mindset
Leaders with a growthmindset
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Growth mindset in leaders
Persist in the face of setbacks
Communicate that effort is
the path to mastery
Find lessons andinspiration in the success of others
Learn from feedback including criticism
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Selecting & developing leaders
• Humility
• Professional will
•
Performance• Fit to current
values
•
Fit to strategic values
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Takeaways
• Measurement
• Mindsets
•
People decisions• Be systematic,
scientific anddisciplined
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Contact me
Gale Stafford ([email protected])
Manager, Analyst Resources
University of Illinois Urbana-Champaign
http://www.linkedin.com/in/galestafford/