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Barriers to Change: Understanding Roadblocks to Progress in Organizations and Communities
 

Barriers to Change: Understanding Roadblocks to Progress in Organizations and Communities

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We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, ...

We all say that we desire change yet, it seems so difficult for it to actually occur. In this webinar, learn more about the barriers to change that keep us from moving forward in our personal, professional and organizational lives.

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    Barriers to Change: Understanding Roadblocks to Progress in Organizations and Communities Barriers to Change: Understanding Roadblocks to Progress in Organizations and Communities Presentation Transcript

    • Barriers to Change Understanding Roadblocks to Progress in Organizations and Communities Froswa' Booker-Drew November 6, 2013 Twitter Hashtag - #4Glearn Part Of: Sponsored by:
    • INTEGRATED PLANNING Advising nonprofits in: • Strategy • Planning • Organizational Development Part Of: www.synthesispartnership.com (617) 969-1881 info@synthesispartnership.com Sponsored by:
    • Coming Soon Part Of: Sponsored by:
    • Today’s Speakers Froswa' Booker-Drew Consultant Soulstice Consultancy Jamie Maloney Community Developer, 4Good Part Of: Founding Director of Nonprofit Webinars and Host: Sam Frank, Synthesis Partnership Sponsored by:
    • Barriers to Change: Understanding Roadblocks to Progress in Organizations and Communities Froswa’ Booker-Drew
    • Froswa’ Booker-Drew • Director for International NGO • Leadership and Change PhD student at Antioch University • Author of Rules of Engagement: Building Relationships that Last • Consultant to nonprofit organizations around the US
    • What is Change?
    • Leaders and Change • “…twenty-first-century leaders must find a more effective way to engage the emotional lives of their organizations and their leadership teams.” Kegan, Robert; Lahey, Lisa Laskow (2009-02-15). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) Harvard Business Review Press.
    • Reflection Moment Think about those areas in which change hasn’t occurred and is creating dysfunction in our organizations and communities especially around our own challenges as individuals in this work.
    • Why is Change Difficult? “The problem is the inability to close the gap between what we genuinely, even passionately, want and what we are actually able to do. Closing this gap is a central learning problem of the twenty-first century.” Kegan, Robert; Lahey, Lisa Laskow (2009-02-15). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) Harvard Business Review Press.
    • Making Meaning Every day, we make meaning of the things we experience. Often, our meanings create challenges for creating change. In our organizations and in our communities, what are some ideas that mean different things to different people and cause conflict?
    • On the Balcony vs. on the Dance Floor “When you move back and forth between balcony and dance floor, you can continually assess what is happening in your organization and take corrective midcourse action.” Heifetz, Ronald A.; Linsky, Marty; Grashow, Alexander (2009-05-18). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (p. 8). Harvard Business Review Press.
    • Our Lens is Important • • • • Structural Human Relations Symbolic Political From “Reframing Organizations: The Artistry of Leadership”
    • Using the Wrong Lens • “….people begin analyzing problems by personalizing them.” Heifetz, Ronald A.; Linsky, Marty; Grashow, Alexander (2009-05-18). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (p. 8). Harvard Business Review Press. Kindle Edition.
    • Technical versus Adaptive Challenge • Technical challenges are those that require a solution that involves a skill. • Adaptive challenges are those that skills can not change and require a change in ourselves and the way we view situations. • Applying a technical solution to an adaptive challenge does not solve a problem. Often, our self-identity is a part of the adaptive challenge.
    • Technical Versus Adaptive Challenges As a group, think of times we see technical solutions being used instead of adaptive ones in the workplace? In our communities?
    • Adaptive Challenges • “Adaptive challenges can only be addressed through changes in people’s priorities, beliefs, habits, and loyalties.” Heifetz, Ronald A.; Linsky, Marty; Grashow, Alexander (2009-05-18). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (p. 20). Harvard Business Review Press. Kindle Edition.
    • Change is About Development • True change in our communities and in ourselves is about development and not increasing our knowledge or behavior. Coping and dealing only adds “new skills or widen(s) our repertoire of responses.” We are the same person who hasn’t changed. Kegan, Robert; Lahey, Lisa Laskow (2009-02-15). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) Harvard Business Review.
    • Adults Can Change! Adults have different plateaus in mental complexity. This is demonstrated in: a. b. c. The socialized mind The self-authoring mind The self-transforming mind
    • The Socialized Mind • • • • Shaped by definitions and expectations of our environment I am strongly influenced by what I think people want to hear Sensitive to and influenced by what it picks up May read more into what is being received than what actually was intended
    • Self Authoring Mind • • • Creates a filter for what it allows to come through Places priority on information that is sought to accomplish plan If I didn’t ask for the information and it is not relevant to me, it can’t get through my filter.
    • Self Transforming Mind • • • Can look at a situation and also look through the situation Involves systems thinking—can see multiple variables at work Has the ability to see the positive and negative of a situation at the same time
    • Challenges for Leaders Today • “….data suggests that the gap between what we now expect of people’s minds (including our own minds) and what our minds are actually like is quite large. We expect most workers to be self-authoring, but most are not. We expect most leaders to be more complex than self-authoring, and very few are.” What does this mean for our lives? Our organizations? Communities? Kegan, Robert; Lahey, Lisa Laskow (2009-02-15). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) (Kindle Locations 622-624). Harvard Business Review Press. Kindle Edition.
    • What is the Immunity to Change Process? • Improvement Goal • Worry Box--If you do what you desire, what worries you about making it happen? • Competing Commitment—What is getting in the way of the goal being accomplished? • Big Assumptions—If you make the change, what do you assume will happen that isn’t positive?
    • Self-Reflection as a part of Change “Self-reflection is a central aspect of any organizational work.” Self-reflection is not only important in organizations but as leaders, we must take time to reflect on who we are and those things that impact us. Your narrative about yourself could contribute to your inability to create change. • Kegan, Robert; Lahey, Lisa Laskow (2009-02-15). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good) .Harvard Business Review Press.
    • Steps to Becoming an Adaptive Leader • • • • • • • Engage Above and Below the Neck Connect to Purpose Listen to the Song Beneath the Words Diagnose the Political Landscape Uncover Values Driving Behavior Acknowledge Loyalties Name the Losses at Risk
    • Steps in Becoming an Adaptive Leader • Name the Elephants in the Room • Share Responsibility for the Organization’s or Community’s Future • Protect and Engage the Voices of Dissent • Know your many identities • Know Your Triggers • Grow Your Network • Heifetz, Ronald A.; Linsky, Marty; Grashow, Alexander (2009-05-18). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World . Harvard Business Review Press. Kindle Edition.
    • Contact Information Froswa’ Booker-Drew soulsticeceo@gmail.com Rules of Engagement: Making Connections Last • For information on the book, visit www.austinbrotherspublishing.com