MANAGING CHANGE TO AVOID CHANGE MANAGING YOU

IMPACT Learning and Development Conference

February 6, 2012

Patrina M. Clark, SPHR, HCS

President, Pivotal Practices Consulting LLC

©Pivotal Practices Consulting LLC – all rights reserved

“If it were really that easy to change, wouldn’t we all be perfect – living perfect lives in a perfect world?”

- Patrina M. Clark

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ELSMcKinsey’s 7S

Lewin 3-Phase Model

•Determine need

•Ensure strong support

•Create need

•Manage doubts

Unfreeze

•Communicate

•Dispel rumors

•Empower

•Involve people

Move•Anchor in culture

•Develop sustainment tools

•Provide support

•Celebrate success

Refreeze

Kotter’s 8-Step Model

The Congruence Model – Nadler & Tushman

Establish a sense of urgency.

Create the guiding coalition.

Develop a change vision.

Communicate the vision for buy-in.

Empower broad-based action.

Generate short-term wins.

Never let-up.

Incorporate changes into the culture.

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“Change or Die” by Alan Deutschman – Fast Company May 1, 2005

If change were really a life and death choice, what are the odds you’d actually make the change and choose life?

According to Deutschman, all leadership comes down to changing people's behavior. In this 2005 article, he shares some interesting scientific data about why change is so hard and how we might have a better chance at succeeding in making the changes.

• Framing matters – facts not so much

• Being radical is best – but, celebrating wins is good, too

• Support is key – what starts at the top too often dies in the middle . . . or somewhere along the way

• Plasticity – change and the brain

Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath and Dan Heath

Change starts with an idea – and, then, it’s all uphill from there!

• Simplicity

• Unexpectedness

• Concreteness

• Credibility

• Emotions

• Stories

Start with Why: How Great Leaders Inspire Others to Take Action by Simon Sinek

The Wright BothersSamuel Pierpont Langley

vs.Implications of Neuroscience

The Intentional Workplace blog post – Louise Altman

The Big 5

• Managing expectations

• Emotional contagion

• Suppressing emotions costs

• Creativity needs cultivation

• Learning mindfulness

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Employees

External Observers

Customers

Leader

Sustained Excellence Through Holistic Advocacy© Notes

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