the science behind resistance to change: what the research says & how it can help you
TRANSCRIPT
Presenter Mark Jaben MD jabenmmaolcom
The Science Behind Resistance to Change What the Research Says amp How it
Can Help You
Host Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
AgendaampLogistics
bull Presentation(40-45minutes)bull YourQuestions(10-15minutes)
ndashUsetheGoToWebinarMeetingPaneltosubmitaquestionatanytime
bull Recordinglinkandslideswillbesentviaemail
AboutMarkJabenMDMarkgraduatedfromTheUniversityofMiamiSchoolofMedicinein1981andcompletedanEmergencyMedicineresidencyatUniversityHospitalinJacksonvilleFloridain1984
His30+yearsexperienceincommunityemergencymedicinepracticehasincludedworkwithmultiplehospitalsystemsintheUnitedStatesandNewZealandHehasspokenandwrittenextensivelyonhowhealthcaresystemscanapplycontinuousimprovementwithLeanandkaizenprinciplestoimprovehealthcarenotonlyforpatientsbutalsoforthosewhocareforpatients
The Science Behind Resistance To Change
Mark Jaben MD
June 28 2016
-when it comes to change why you need them to resist
-why Buy-in doesnrsquot work
-why TPS needed TWO pillars continuous improvement AND respect for people
-why your credibility matters
The Science Behind Resistance To Change
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
AgendaampLogistics
bull Presentation(40-45minutes)bull YourQuestions(10-15minutes)
ndashUsetheGoToWebinarMeetingPaneltosubmitaquestionatanytime
bull Recordinglinkandslideswillbesentviaemail
AboutMarkJabenMDMarkgraduatedfromTheUniversityofMiamiSchoolofMedicinein1981andcompletedanEmergencyMedicineresidencyatUniversityHospitalinJacksonvilleFloridain1984
His30+yearsexperienceincommunityemergencymedicinepracticehasincludedworkwithmultiplehospitalsystemsintheUnitedStatesandNewZealandHehasspokenandwrittenextensivelyonhowhealthcaresystemscanapplycontinuousimprovementwithLeanandkaizenprinciplestoimprovehealthcarenotonlyforpatientsbutalsoforthosewhocareforpatients
The Science Behind Resistance To Change
Mark Jaben MD
June 28 2016
-when it comes to change why you need them to resist
-why Buy-in doesnrsquot work
-why TPS needed TWO pillars continuous improvement AND respect for people
-why your credibility matters
The Science Behind Resistance To Change
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
AboutMarkJabenMDMarkgraduatedfromTheUniversityofMiamiSchoolofMedicinein1981andcompletedanEmergencyMedicineresidencyatUniversityHospitalinJacksonvilleFloridain1984
His30+yearsexperienceincommunityemergencymedicinepracticehasincludedworkwithmultiplehospitalsystemsintheUnitedStatesandNewZealandHehasspokenandwrittenextensivelyonhowhealthcaresystemscanapplycontinuousimprovementwithLeanandkaizenprinciplestoimprovehealthcarenotonlyforpatientsbutalsoforthosewhocareforpatients
The Science Behind Resistance To Change
Mark Jaben MD
June 28 2016
-when it comes to change why you need them to resist
-why Buy-in doesnrsquot work
-why TPS needed TWO pillars continuous improvement AND respect for people
-why your credibility matters
The Science Behind Resistance To Change
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
The Science Behind Resistance To Change
Mark Jaben MD
June 28 2016
-when it comes to change why you need them to resist
-why Buy-in doesnrsquot work
-why TPS needed TWO pillars continuous improvement AND respect for people
-why your credibility matters
The Science Behind Resistance To Change
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
-when it comes to change why you need them to resist
-why Buy-in doesnrsquot work
-why TPS needed TWO pillars continuous improvement AND respect for people
-why your credibility matters
The Science Behind Resistance To Change
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
must I suffer with their resistance
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
YeshelliphelliphellipFor good reason
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Change
itrsquos not a problem
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Change is a dilemma
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Ideal Change
works workable
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Why shouldnrsquot they resist
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
The Inconvenient Truth-
Brain is not into reality
lsquoThe Split Brain in Manrsquo Gazzaniga and Sperry Scientific American 217(2)24-29 1967
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
lsquoYour misconception about the method of production adds unnecessary costrsquo
-Taichi Ohno
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
there are always options
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
desired outcome
options
hopefully an ideal change
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
-Change is not a problem it is a dilemma
-An ideal change must not only work it must be workable
-Each of us thinks we know just what this should be-But each of us has a view that is based on incomplete data
-The missing data is not rational it resides in the Hidden brain
-There are always options
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
you cannot convince someone to do what you want
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
lsquoThe Price of Your Soul neural evidence for the non utilitarian representation of sacred valuesrsquo G Berns et al Philosophical Transactions of The Royal Society Mar 2012 vol 367 no 1589
when choices donrsquot match
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
desired outcome
options
intervene here
What NOT to do
But exactly what we do
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Instead of buyershelliphelliphellip
what you need are investors
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
desired outcome
options
focus here
What TO do
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
desired outcome mdashgt Shared outcome
optionsintervene here
What TO do
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Shared outcome
sorting criteria
story
observed circumstances
start here
What TO do
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
- W Edwards Deming
lsquoDrive out fearrsquo
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
ldquoPeople in positions of power tend to act in a self-interested manner and display reduced interpersonal sensitivity to their
powerless counterpartsrdquo
lsquoPower Changes How the Brain Responds to Othersrsquo Hogeven Inzlicht Obhi Journal of Experimental Psychology
June 2013
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
-the brain prefers to defend its story
-defending stancedueling solutions dead end
-to get to challenging mode focus on shared outcome
-this takes a focus on the stories
-this takes surfacing the sorting criteria
-this takes accessing the Hidden Brain
-
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
you cannot read their mind
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
ldquoAs a leader if Irsquom not getting pushback Irsquom not doing my jobrdquo
-Dan Florzone
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
not following through
pushbacklsquoIrsquoll tryrsquo
conflict
variationsuggestion
silence
lsquonorsquo
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
3 causes of resistance
Donrsquot agree with the story Donrsquot see a way to be successful in what is proposed
Donrsquot think it is worth the effort
lack of agreement on purpose process priorities
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Respect how you deal with resistance
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Curiosityyour desire to want to know
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Credibility trumps
reason
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
ldquoA Question of Trustrdquo Onora OrsquoNeill2002 BBC Reith lecture
avoid inadvertent deception unintentional coercion
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
What to do
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
credibility
curiosity
Ideal change
respect
use brain to craft the agenda rather than defend one use brain to find the better option rather than enforce yours
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
+ issue
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
+ issue shared outcome
low
less likely
Credibility
more likely
hi
resistancehi low
participation
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
+ issue shared outcome
story
sorting criteria
observed circumstances
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
RampD
+ issue shared outcome
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
RampD
+ issue shared outcome options choice
story
sorting criteria
observed circumstances
challenging mode
defending stance
catalyst
low
less likely
Credibility
more likely
hi
credibility
curiosity
respect
resistancehi low
participation
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Issue
choice
shared outcome
optionsfocus here
for an ideal change
here
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
resistance
Recognize
Reconcile
Respond
What do we agree onWhat can we agree to doIs it possible thathelliphellip
What doesnrsquot work an exampleWhat doesnrsquot work for you
Are you happy with thisSomething that makes this difficult Questions Concerns
An Engagement Kata1- seek the resistance
2- seek their concerns
3- check yourself
4- find the next step
Am I clear with my language termsMisleading with my dataMisguiding with my metricsDoes my choice work and is it workable
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
Mark Jaben
jabenmmaolcom
Look for the soon to be released book
Free The Brain Overcome The Struggle People And Organizations Face With Change
freethebraincom
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
WebinarsOnDemand
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
NextWebinarndashJuly27
bull StrategyDeploymentasExperimentsandHypotheses
httpwwwkainexuscomwebinars
MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban
ContactInfoQampA
bull Webndash wwwkainexuscomndash blogkainexuscomndash wwwfreethebraincom
bull PastWebinarsndash wwwkainexuscomwebinars
bull Socialmediandash wwwtwittercomkainexusndash wwwlinkedincomcompanykainexusndash wwwfacebookcomkainexus
Mark Jaben MD jabenmmaolcom
Mark Graban KaiNexus
MarkKaiNexuscom MarkGraban