to change or not to change - getting them to the "right" decision

JobCamp 2 7/9/09 Managing Change by Dotty Posto© 1


What We’ll Share Today

■  Some of the physiology behind change

■  Highlight some of the models for change management

■  Change management basics


The Learning Grid 1

Unconscious Incompetence

2

Conscious Incompetence

4

Unconscious

Competence

3

Conscious Competence


Imagine This Scenario

■  You are seated at a table with your peers, you are brainstorming ideas for a new area of business that you have experience in. You mention a number of great ideas, but nobody acknowledges you or your ideas?

■  How do you feel?

■  How do you react?


Imagine This Scenario Continues

■  Again, and again, and again

■  How do you feel?

■  How do you react?

■  What do you do?

■  What do you stop doing?


Physiology of Change

■  What would happen if…

■  You were at the zoo and an escaped lion charged you?

■  You were in the road and an out of control driver came up on the sidewalk toward you?


Physiology of Change

■  What happens when:

■  You get stuck in traffic on the way to an interview?

■  You get a rejection letter after several interviews you felt went extremely well?

■  You have to fill out an online application that takes you 5 hours?


Natural Reactions of the Central Nervous System

Threat (Sympathetic NS)

“Excited mobilization”

■  Fight, Flight or Freeze

cardiovascular activity

respiration

neurohormones:

i.e. CORTISOL

immunity

digestion

restoration/sleep cycle

Thrive/Secure (Parasympathetic NS)

“Homeostasis”

■  Bio-rhythm stability

■  Circadian

■  Infradian

■  Ultradian

Endorphins

Repair and restoration

Maintains survival of the organism


For Most People…

Change Thrive/Secure (Safety) =


For Most People…

Change Threat (Fight, Flight, Freeze) =


It’s a Natural Response


Moving Along the Continuum…

Threat

Safety


is Not a Straight Path

Threat

Safety


Change = Threat = Resistance


Prosci’s ADKAR Model


LaMarsh Managed Change™


Managing During Uncertain Times Change Acceptance Tool

•  Clarify Expectations •  Give information

•  Allow reactions •  Lit it ‘sink in’

•  Validate, reward positive change •  Focus on team building •  Set long-term goals •  Share new vision

•  Listen •  Empathize

•  Allow ‘venting’ •  Encourage support

•  Acknowledge feelings •  “Good-bye old” / “Hello new” with fun event

•  Prioritize •  Provide training •  Set short-term goals •  Harness new energy •  Conduct planning meetings •  Follow-up on current projects

Denial Activity, but little gets done

Reluctance Focus on persona impact of change, accidents, absenteeism rises, productivity dips

Adapted from: Deffis Jaffe and Cynthia Scott, Managing Organizational Change, Crisp Publications

Exploration Energy and creativity return,

but efforts lack direction, employees begin to

embrace the future

Commitment Start working

together, those committed are looking for the next challenge

Numb Focused on past

Apathetic

“This will blow over”

Ready Focused on future

Cooperate

Eager

Grumble Withdraw

Confusion

Depression Chaos

Anxiety Energy

Anger Blame

Over prepare


Managing Pain (Change) R

esis

tan

ce E

ner

gy

Time

Immobilization Acceptance

Exploration

Depression

Bargaining

Anger

Denial

Attributed to Dr. Elisabeth Kubler-Ross


Example Change Process A normal change management process often evolves trough number of mental phases:

1.  Denial Where we fight the change and protect status quo.

2.  Frustration and anger When we realize that we cannot avoid the change and we become insecure because of lack of awareness.

3.  Negotiation and bargaining Where we try to save what we can.

4.  Depression When we realize that none of the old ways can be incorporated into the new.

5.  Acceptance When we accept the change, and start to mentally prepare ourselves.

6.  Experimentation Where we try to find new ways, and gradually remove the old barriers.

7.  Discovery and Delight When we realize that the change will improve our future possibilities.

8.  Integration Where we implement the change.

Source: Change Management Handbook by: Thomas Baekdal Kim L. Hansen - b.young A/S Lars Todbjerg - Merrild A/S Henrik Mikkelsen - Jevi A/S

Basics of Managing Change

First and Foremost

Everyone Has a Choice

To change or Not to change


Basics of Managing Change

■  Who

■  Sponsors

■  Change Agents

■  Stakeholders

■  What & Why

■  Now (basis for why)

■  Future

■  In Between

■  How, Where & When

■  Communication

■  Learning

■  Measurement

■  Rewards and Consequences

■  Sustainment

So what is the key missing ingredient that causes so many projects to fail?


Listening And Responding


Too Often – This is the Picture


Change Mgt Basics ■  Who

■  Sponsors ■  Listen & respond

■  Change Agents ■  Listen & respond

■  Stakeholders ■  Listen & respond

■  What ■  Now (basis for why)

■  Listen & respond ■  Future

■  Listen & respond ■  In Between

■  Listen & respond

■  Why ■  Listen & respond

■  How, Where & When ■  Communication

■  Listen & respond ■  Learning

■  Listen & respond

■  Measurement ■  Listen & respond

■  Rewards & Consequences ■  Listen & respond

■  Sustainment ■  Listen & respond

Listen & Respond…

Understand their concerns and address them in some way…


Getting to Concerns

■  Assertions

■  Assessments

■  Grounded

■  Un-grounded

■  Declarations

■  Requests/Offers

■  Promises

Understanding the differences between these (particularly the first two) is critical to successful communication


De-coding Resistance

Request

Concern

Complaint

What is the reasoning behind the complaint?

Desire for Satisfaction

Desire to be Heard

What are you willing to ask for? Risk?

Does it sound like a protest, or accusation?

“You make me….” “You need to….” “You, You, You”

“I am concerned about….” “I would like to discuss….” “I have a problem with...”

Yes No Commit to Commit Counteroffer

Adapted from Roberta Colasanti


Summary ■  Resistance to change is a normal and natural

reaction

■  Listening and responding is critical to successfully executing and sustaining a change

■  How we use the speech acts can build or destroy trust – which directly affects our ability to influence change in others


Commitment to Action ■  What one tool will you commit to try tomorrow?

■  What tool will you commit to use next week?

■  Can you find an accountability partner to keep you focused, honest and successful?

■  Go forth & chill…


Contact Information ■  Dotty Posto

■  Executive & Personal Coach

■  Speaker

■  Leadership & Organizational Development Consultant

■  [email protected]

■  www.linkedin.com/in/dottyposto

■  414.305.8976


Process for Effective Conversations

Request

Concern

Complaint



Desire to be Heard








We feel EMOTIONS in our BODIES

■  We “BURN” with ANGER,

■  “TREMBLE” with FEAR,

■  Feel “CHOKED UP” with SADNESS;

■  Our “STOMACHS TURN” with REVULSION.

■  Everyone tends to experience unpleasant bodily symptoms and thus to feel PHYSICALLY distressed when EMOTIONALLY distressed.”

Worried Sick, Arthur Barsky


Claim

WHAT YOU FEED GROWS


How have felt in your search?

■  More secure or more threat?

■  More sleep or less?

■  More relaxed or more tense?

■  What have you done differently?


Process for Effective Conversations

Request

Concern

Complaint



Desire to be Heard








Resources ■  www.lamarsh.com

■  www.prosci.com

■  http://www.businessballs.com/changemanagement.htm

■  http://www.mindtools.com/pages/article/newPPM_82.htm

■  http://www.change-management.com/tutorial-adkar-overview.htm

■  http://www.pritchettnet.com

■  http://www.co-creatingfutures.com

■  http://en.wikipedia.org/wiki/Price_Pritchett

■  http://www.saferpak.com/leadership_art6.htm


Resources ■  http://www.simmalieberman.com/articles/managechange.html

■  http://www.ogc.gov.uk/delivery_lifecycle_managing_change_.asp

■  http://press.harvardbusiness.org/harvard-business-essentials-guide-to-managing-change-and-transition

■  http://www.ieconsulting.biz/index.aspx?urlname=managing-through-mergers-and-acquisitions-transcript

■  http://www.change-management.com/tutorials.htm

to change or not to change - getting them to the "right" decision

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