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Embracing change

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Presentation for Rawson-Neal Hospital, November 1, 2013

Presentation for Rawson-Neal Hospital, November 1, 2013

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  • 1. Embracing Change Bret L. Simmons, Ph.D. Rawson-Neal Psychiatric Hospital November 1, 2013
  • 2. www.bretlsimmons.com http://www.slideshare.net/BretLSimmons (775) 336-9576
  • 3. What do you want to learn today?
  • 4. Why does the work you do here matter?
  • 5. Why does this hospital matter?
  • 6. Agenda • How you can learn to embrace change • Break • How you can help yourself and this hospital be more successful
  • 7. Primary Sources
  • 8. Exercise 1 Identify a change that is happening right now at work. Why are you resisting that change?
  • 9. For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
  • 10. If you want to be effective at helping others change their behavior, then build a reputation for proactively changing your own behavior
  • 11. Change Metaphor
  • 12. Rider - Rational – Deliberates, analyzes, looks into the future – Provides planning and direction Elephant – Emotional – Feels pain and pleasure – Provides the energy
  • 13. Direct the Rider Follow the bright spots: Investigate and clone the successes
  • 14. Destination postcards: Shows the Rider where you are headed and the Elephant why the journey is worthwhile Change is easier when you know where you are going and why it is worth it
  • 15. Script the critical moves Be specific about the behavior you want to change
  • 16. Direct the Rider • What looks like resistance is often a lack of clarity • Clarity dissolves resistance
  • 17. Motivate the Elephant Find the feeling Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
  • 18. Shrink the change: Break down the change until it no longer spooks the Elephant Sense of progress is critical
  • 19. Make change a matter of identity, not consequences Who am I? What kind of situation is this? What would someone like me do in this situation?
  • 20. Grow your people Encourage a growth mindset by praising effort rather than skill
  • 21. Growth Mindset • Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own. • Everyone can learn to work smarter 21
  • 22. Motivate the Elephant Change is hard because people wear themselves out. What looks like laziness is often exhaustion
  • 23. Shape the Path Tweak the environment. When the situation changes, behavior changes
  • 24. Build Habits Supportive habits that are easy to embrace and advance the new behavior
  • 25. Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
  • 26. Checklists help educate people about what is best by showing then the right way to do something
  • 27. Rally the Herd Behavior is contagious; help it spread
  • 28. Shape the path What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
  • 29. The law of crappy systems trumps the law of crappy people 29
  • 30. How can you partner with others at this hospital to help fix crappy systems?
  • 31. This sucks and so do you
  • 32. Here is my suggestion
  • 33. This system does not work as well as it could. I have a few suggestions. Here are some things I can do to help make it better
  • 34. Break! Start again in 15 minutes
  • 35. Organizational Citizens Taker, Matcher, or Giver
  • 36. Takers view success as attaining results that are superior to others
  • 37. Matchers see success in terms of balancing individual accomplishments with fairness to others
  • 38. Givers characterize success as individual achievements that have a positive impact on others
  • 39. How you give determines if you will achieve long term success or languish at the bottom
  • 40. Concern for Other’s Interests LOW HIGH LOW Apathetic Selfless: Selfsacrificing givers HIGH Selfish: Takers Otherish: Successful Givers Concern for SelfInterest
  • 41. Exercise 2 How can you improve the citizenship behavior in your organization? Discuss ways you can direct the Rider, motivate the Elephant, and shape the Path to create more otherish givers in your organization.
  • 42. Questions?