Why calls for change do not work
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Why calls for change do not work

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These are the slides from my Learning Performance Institute's Fellows Day talk exploring why calls for change do not work. ...

These are the slides from my Learning Performance Institute's Fellows Day talk exploring why calls for change do not work.

The message, of course, is that change can work and that we need to be more strategic about implementing those changes.

Meagre talk is not enough.

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Why calls for change do not work Why calls for change do not work Presentation Transcript

  • WHY CALLS FOR CHANGE DON’T WORK - A challenge by @NeilDenny
  • Change in 2014? First a look back at 2013
  • NEVER GOT GOING SIMPLY STALLED
  • Never got going • • • • • • • Black hole debates that crush ideas Deferential to existing authority or practices Inbuilt structures ensure inertia Committees/`Sign off’/Evidence based Reactive devaluation Change is not your responsibility Overwhelm
  • Never got going • • • • • “Everything we need is right here.” Ostracise innovators Inexperience/Past failures/Non compliance Defensiveness Invalidate criticism – “Okay, so what is the answer then?” • Stories and scars – institutionalised and individual
  • The change simulacrum sim-u-la-crum n Something that replaces reality with its representation
  • The change simulacrum Con-fer-ence-s q.
  • Stalled • • • • Ground down by the grind The flight to health Re-assimilation – “It’s not so different.” The Ghettoed Innovation – “What? That? Oh, that’s Neil’s thing.” • Premature resolution – “What it is, right…”
  • Stalled • Previously granted authority is withdrawn or becomes ambiguous or illusory • We are trying to implement change at wrong level – individual, team or organisation • Sabotage – intentional and unintentional • Obfuscation inc Recurrent objections • Failure to acknowledge interests and loss
  • Condemning criticism
  • Condemning criticism
  • We condone mediocrity and make excuses for each other’s noncompliance
  • While a majority of firms will vote to proclaim standards, they will usually not vote to enforce them David Maister, Strategy and the Fat Smoker
  • Case study?
  • d i s t r e s s time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X Alleviate distress • Refer to authority • Quick fix – technical solution • Work avoidance including • scapegoating • minimising challenge • flight to health • proxy conflicts time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X Maintain productive levels of distress time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • d i s t r e s s X time Adapted from Ronald Heifetz’ The Practice of Adaptive Leadership
  • Change to survive Change to thrive Technical Adaptive Preserve status quo Ongoing disruption Responsibility is deferred to others through granting of authority Change as little as possible Responsibility is handed back to the constituents themselves “Move fast and break things” -Mark Zuckerberg Rinse. Repeat.
  • Change competencies? Make difficult questions the habit -to ask and to be asked! • • • • Stretches tolerance for distress Leads us into conflicted spaces Disrupts aversion tactics Redistributes responsibility back to constituents
  • Change competencies? • Encourage dissenting voices – “The canaries in the coalmine” (Ronald Heifetz) • Put the freaks up front – learn to love your mavericks • Shift from individualistic to systemic thinking • Reflective practice
  • 3 ideas • Embrace `Not knowing’ as a fertile playground • Deliberately search out complexity and resistance • Develop iterative change processes OBSERVE EXPERIMENT INTERPRET
  • www.theleagueofnotknowing.com
  • Neil doesn’t pretend to have all the answers (or any of them necessarily) He challenges me to be more creative and take greater risks with my own vulnerabilities t: 07815 727693 e: neildenny@allLD.co.uk Twitter @neildenny www.allLD.co.uk