The Change Process

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The Change Process

  1. 1. The  Change  Process:  Learning  how  the  organiza4on  4cks  
  2. 2. The  more  you  know  the  environment  at  work,  the  be<er  you’ll  be  able  to  figure  out  how  to  best  posi4on  a  new  idea,  geBng  it   Understand  your  approved  and  adopted.   organiza4on  to  be  You  don’t  want  to  try  to  change  the   able  to  make  change.  environment  and  all  its  associated  poli4cs  and  cultural  norms.  That  might  be  a  Career  Limi4ng  Move  (CLM).  It’s  also  probably  impossible.   Create  change  but   don’t  try  to  change  (As  is  trying  to  change  your  boss,  or  your  boss’  boss.)   your  organiza4on.  What  is  helpful  is  learning  how  your  workplace  4cks.     2  
  3. 3. Be  like  Sherlock  Holmes  Using  keen  observa4on  skills,  look  for  clues  about  your  organiza4on:  •   What  is  most  valued?  •   How  are  decisions  made?  •   What  are  the  business  cycles?  •   Who  influences  what  and  whom?  •   What  goals  are  most  revered  –  formally  or  informally  ?   3  
  4. 4. Prac1ce  “perspec1ve  taking”  A  valuable  observa4on  approach  is  called    “perspec4ve  taking,”  which  is  simply  the  ability  to  see  things  from  others’  perspec4ves  in  order  to  understand  and  interact  with  them.    The  more  you  understand  the  perspec4ves  of  other  people,  the  be<er  you  can  posi4on  your  ideas  with  them.   What  it’s  like  to  be  him  or  her?  •   What  might  appeal  to  her?    •   What  is  he  likely  to  say  no  to?  •   What  mo4vates  her  to  take  a  risk  on      something  new?    •   What  holds  her  back?   4  
  5. 5. What  is  the  big  picture?  What  are  the  organiza4on’s  expressed  goals  or  objec4ves?    What  is  the  organiza4on’s  philosophy,  or  mission?    What  does  the  organiza4on  stand  for  and  why  does  it  exist?    How  does  your  idea  support  these  stated  goals  and  values?   5  
  6. 6. What  does  the  organiza1on  value?    What  stories  have  become  legends?   What  happened  that  made  the  story  something   worth  retelling?    Are  there  elements  of  that   experience  that  people  would  love  to  be  able  to  do   again?    Did  it  shine  a  light  on  the  organiza4on’s   strengths?    Is  there  a  way  to  align  your  idea  with   those  aspira4ons?      What  do  people  get  recognized  and  rewarded  for  –  formally  or  informally?  What  does  the  organiza4on  value  the  most?     Risk  or  certainty?   Speed  or  though]ulness?   Challenging  status  quo  or  upholding   standards?   Finding  new  opportuni4es  or  improving  what   exists?   6  
  7. 7. How  do  things  work?  •   How  does  informa4on  flow?  •   Which  departments  are  responsible  for  which  ac4vi4es?  •   Are  ini4a4ves  with  different  sized  budgets  assessed  differently?  •   Where  does  the  decision-­‐making  power  rest?    •   What  are  the  business  cycles?     •   When  are  new  project  funding  decisions   made?       •   How  soon  in  the  cycle  do  new  ideas   need  to  be  introduced,  and  in  what  way   •   Are  calendar  fiscal  year  budgets  and   plans  decided  on  in  September?     •   When  do  managers  put  their  first  drac   plans  and  budgets  together?       7  
  8. 8. What  are  the  hidden  signals?  •  What  emerging  trend  is  creeping  into   conversa4ons?  (Is  there  a  way  to  link  with  it?)  •  What  terms  and  buzzwords  signal  that   people  are  looking  for  or  considering  new   ideas?    •  What  types  of  new  ideas  have  been  approved   in  the  past  two  years?  Shunned?  Why?  •  Who  in  the  organiza4on  gets  new  ideas  or   projects  green  lighted?  What  helps  her  or   him  get  support?  What  could  you  learn  from   that?  •  When  you  ask  people  to  retell  memorable   stories  about  work,  what  kind  of  words  do   people  use?    How  might  those  words  help   you  understand  what  is  most  important  to   people  –  or    communicate  your  idea?       8  
  9. 9. How  do  people  make  decisions?   What  influen4al  people  tend  to   support  what  kinds  of  new   programs?   How  does  your  boss  (or  the  person   you’re  seeking  approval  from)  like  to   make  decisions?   •   Lots  of  data  and  best  prac4ces?   •   Knowing  that  you’ve  socialized  the  idea   with  certain  key  people  and  received   their  support?       •   Seeing  results  from  a  small-­‐scale  pilot?   •   Learning  that  a  compe4tor  is  doing   something  similar?     At  what  4me  of  year  do  most   decisions  get  made?  How  do  you  get   on  the  “decision  agenda”?   9  
  10. 10. How  will  people  feel?  Organiza4ons  are  made  up  of  people.    All  change  affects  people.  You  may  have  a  strategy  that  could  double  sales,  cut  costs  by  a  third,  and  win  industry  accolades.  But  it  s4ll  affects  people.    To  be  successful,  figure  out  how  people  feel  and  factor  that  into  how  you  frame  the  idea,  socialize  it,  and  roll  it  out.      The  be<er  people  feel  about  the  idea,  the  more  likely  it  will  work.   10  
  11. 11. About  the  author  Lois  Kelly’s  clients  are  the  type  of  execu4ves  –  and  corporate  rebels  -­‐-­‐    intent  on  making  new  things  happen,  which  means  they  some4mes  work  ahead  of  everyone  else  and  need  help    posi4oning  and  communica4ng  their  ideas  to  get  people  to  believe,  support,  invest  and  buy.  That’s  why  companies  like  SAP,    FedEx,  Hewle<  Packard,  and  Communispace  hire  Lois.      She  creates  clarity  from  complexity,  and  inspires  people  to  change.  Lois  is  founder  of  Foghound,  and  co-­‐creator  of  the  Rebels  at  Work  movement.   11  
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