Casevi Change


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Slides from "Communicating Change, Inside and Out," presented by Andrew Careaga, director of communications, Missouri University of Science and Technology, at the CASE District VI Conference in Denver, Jan. 14, 2008

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Casevi Change

  1. 1. Communicating Change, Inside and Out CASE District VI Conference || Jan. 14, 2007 || Denver Andrew Careaga || Director of Communications Missouri University of Science and Technology
  2. 2. <ul><li>The only person who likes change is a wet baby. </li></ul><ul><li>Attributed to Mark Twain </li></ul>
  3. 3. <ul><li>Change is inevitable – except from a vending machine. </li></ul><ul><li>Author unknown </li></ul>
  4. 4. From smooth rowing…
  5. 5. … to ‘permanent white water’
  6. 6. What changes have you experienced in 2007… <ul><li>In your own job? </li></ul><ul><li>In your area/department? </li></ul><ul><li>In your institution? </li></ul>
  7. 7. How do you react to change … <ul><li>In your own job? </li></ul><ul><li>In your area/department? </li></ul><ul><li>In your institution? </li></ul>
  8. 8. In a sleepy little Ozarks town
  9. 12. <ul><li>Don’t change the name. Improve the branding. </li></ul><ul><li>The real need is marketing. UMR doesn't need a name change -- UMR needs to market itself for what it is -- a high quality technical university where a kid can get a premium education and find a good job on graduation. … This whole discussion on a name change is a diversion from addressing the real issues facing the university. Lets get out there and market UMR and stop wasting time and resources on organizational diversions. </li></ul>
  10. 13. <ul><li>Why not go back to Missouri School of Mines? It may not be as accurate anymore either, but at least is a tradition. </li></ul><ul><li>I think the new name should be UstaB! You know MUST UstaB UMR UstaB MSM. Missouri University of Science & Technology. </li></ul>
  11. 14. <ul><li>As an alumnus currently studying at the University of Oxford, I can certainly speak to the problem of the 'hyphen'. Many of my fellow researchers are familar with the good work being done by the Metallurgists and Ceramists of UMR. Unfortunately, they constantly refer to the 'University of Missouri', NOT the 'University of Missouri hyphen Rolla'. </li></ul><ul><li>Being a former UMR student I can attest to the fact that UMR automatically relegates us to branch status. When you tell people where you went to school the response is typically, &quot;the University of Missouri Rolla&quot;. And the standard response is, &quot;So that's another campus for Mizzou?&quot; </li></ul><ul><li>It would make me happy to have an alma mater with a name that sounds like a real school rather than an extension campus, so I am in favor of a name change. </li></ul>
  12. 15. After the vote <ul><li>The approved name change makes me nauseous! The new name sounds like a vocational school. If anyone needs an 8 month certificate for a future career in Paralegal, HVAC, or Office Administration, I'll be sure to direct them to Missouri S&T. Nice one! </li></ul><ul><li>Fantastic! The new name, Missouri S&T, sounds like a junior college trade school. For example, ITT </li></ul>
  13. 16. CSI: Denver <ul><li>Change Style Indicator </li></ul><ul><li>Three preferences </li></ul><ul><li>Can help us understand our own reactions to change </li></ul><ul><li>Can help us understand how others react to change </li></ul><ul><li>No right or wrong, ‘better’ or ‘worse’ style </li></ul>Adapted from “Leading Change,” University of Missouri Administrative Leadership Program
  14. 17. The three change styles Prefer expansive change Prefer functional change Prefer incremental change Challenge the structure Explore the structure Accept the structure Change agents Mediators Traditionalists Originators Pragmatists Conservers
  15. 18. Change and the Conserver <ul><li>When facing change: </li></ul><ul><ul><li>Appear deliberate, disciplined, organized </li></ul></ul><ul><ul><li>May operate from conventional assumptions </li></ul></ul><ul><ul><li>Enjoy predictability </li></ul></ul><ul><ul><li>May appear cautious and inflexible </li></ul></ul><ul><ul><li>Honor tradition and established practice </li></ul></ul>
  16. 19. Change and the Conserver <ul><li>In the work environment: </li></ul><ul><ul><li>Prefer secure environment free from unexpected disruptions and surprises </li></ul></ul><ul><ul><li>Appear disciplined and organized </li></ul></ul><ul><ul><li>Skilled at attending to details and facts </li></ul></ul><ul><ul><li>Prefer tested, proven solutions </li></ul></ul><ul><ul><li>Prefer to involve groups in decision-making, problem-solving </li></ul></ul>
  17. 20. Change and the Pragmatist <ul><li>When facing change: </li></ul><ul><ul><li>May appear practical, agreeable, flexible </li></ul></ul><ul><ul><li>Operate as mediators and catalysts for understanding </li></ul></ul><ul><ul><li>Open to both sides of an argument </li></ul></ul><ul><ul><li>May take more of a middle-of-the-road approach </li></ul></ul><ul><ul><li>Appear more team-oriented </li></ul></ul>
  18. 21. Change and the Pragmatist <ul><li>In the work environment: </li></ul><ul><ul><li>The peacemakers, ‘middle-of-the-roaders’ </li></ul></ul><ul><ul><li>Appear reasonable, practical </li></ul></ul><ul><ul><li>Agreeable, flexible </li></ul></ul><ul><ul><li>Appear more team-oriented </li></ul></ul><ul><ul><li>Less likely to have hidden agendas </li></ul></ul><ul><ul><li>Mediators </li></ul></ul><ul><ul><li>Like an action-oriented workplace that engages others in a harmonious, participative atmosphere </li></ul></ul>
  19. 22. Change and the Originator <ul><li>When facing change </li></ul><ul><ul><li>Appear unorganized, undisciplined, unconventional, spontaneous </li></ul></ul><ul><ul><li>Prefer change that challenges current structure </li></ul></ul><ul><ul><li>Challenge accepted assumptions </li></ul></ul><ul><ul><li>Enjoy risk and uncertainty </li></ul></ul><ul><ul><li>May be impractical, miss important details </li></ul></ul><ul><ul><li>Appear visionary, systemic </li></ul></ul><ul><ul><li>Little regard for accepted policies and procedures </li></ul></ul>
  20. 23. Change and the Originator <ul><li>In the work environment </li></ul><ul><ul><li>Prefer quick, expansive change </li></ul></ul><ul><ul><li>Often viewed as change agent </li></ul></ul><ul><ul><li>Tend to loathe repetitive tasks </li></ul></ul><ul><ul><li>May appear undisciplined, unconventional </li></ul></ul><ul><ul><li>Challenge existing assumptions, rules, regulations </li></ul></ul><ul><ul><li>Regarded as visionary, “out of the box” thinkers </li></ul></ul><ul><ul><li>Idea people </li></ul></ul>
  21. 24. Perceptions: conservers and originators Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas Divisive Impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow through Wanting change for the sake of change Not understanding how things get done Originators see conservers as: Conservers see originators as:
  22. 25. Perceptions of the pragmatists Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team needs Conservers and originators see pragmatists as:
  23. 26. Collaboration: can we really all work together Encourage exploring new possibilities Encourage looking at the current circumstances Encourage building on what is already working Focus on the task Focus on shared objectives Focus on relationships Prefer to challenge accepted structure Prefer balanced inquiry Prefer to keep current structure operating smoothly Originators Pragmatists Conservers
  24. 27. Change and the creative process Incubation  Inspiration  Perspiration  Verification Roles in the creative process Initiate Implement Follow through Conceptualize Concretize Refine Inspiration Perspiration Verification Originators Pragmatists Conservers
  25. 28. Relating theory to reality <ul><li>Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator) </li></ul>
  26. 29. What would have changed if… <ul><li>How could communication among team members have been approved? </li></ul><ul><li>Advantages or limitations to communications approaches? </li></ul><ul><li>What ideas would have the best chance of succeeding? </li></ul>
  27. 30. Ready for change? <ul><li>What is your institution’s or team’s: </li></ul><ul><li>History of change – track record </li></ul><ul><li>Culture – support of risk-taking </li></ul><ul><li>Resilience – ability to handle more </li></ul><ul><li>Rewards – benefits of change </li></ul><ul><li>Skill at managing change </li></ul>
  28. 31. Change means… <ul><li>Conflict </li></ul><ul><li>Changing people </li></ul><ul><li>Team building </li></ul><ul><li>Working in the public realm </li></ul><ul><li>Transformation </li></ul><ul><li>Self-control </li></ul><ul><li>Education </li></ul>
  29. 32. Communicating the benefits of change <ul><li>Change will occur if A <BCD </li></ul><ul><li>A = Benefit of status quo </li></ul><ul><li>B = Pain of maintaining status quo </li></ul><ul><li>C = Vision of something better </li></ul><ul><li>D = Small steps toward change </li></ul>
  30. 33. 20-60-20 <ul><li>20%  want change no matter what </li></ul><ul><li>60%  waiting to see  focus here </li></ul><ul><li>20%  will fight you no matter what </li></ul>
  31. 34. Leadership and communication Clarify and change image, core values and programs – communicate internally and externally Alignment Making the most of opportunities to enhance the team’s skills and abilities Development Understand how organization works and the steps and actions required to implement the plan Implementation Clarify organization’s direction with a vision plan and translating it into a strategic plan Direction Leader-communicators’ role and skills Principle
  32. 35. Leadership and communication (continued) Monitoring outcomes and improving the delivery of service Evaluation Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision Institutionalization Leader-communicators’ role and skills Principle
  33. 36. The cycle of change Cognitive domain Emotional domain Past orientation Future orientation GIVE INFORMATION GIVE ENCOURAGEMENT GIVE REINFORCEMENT GIVE SUPPORT Investigating III Reacting II IV Implementing I Acknowledging
  34. 37. Transition and typical reactions Various reactions – anger, depression, withdrawal, etc. People try to “bargain” to do things the old way People believe they can wait out the change People go back to stage 1 when their feelings are denied or ignored Stage 2 Reacting People are shocked, feel threatened Denial People appear distracted, forgetful Low productivity Stage 1 Acknowledging
  35. 38. Transition and typical reactions (continued) People appear ready to establish new routines, adapt to new systems, help others learn new ways Comfort with change engenders more flexibility, creativity and risk-taking The change is viewed as the way things are done Stage 4 Implementing People may display grief/sadness over loss but begin to explore future options Mix willingness to explore new options with reservation Emotions range from excitement to anxiety Stage 3 Investigating
  36. 39. Communication do’s and don’ts Hit people over the head with the truth Push for acknowledgement (can intensify reacting) Give visible support Provide information consistently and repeatedly Provide facts Acknowledging Give information Argue Attempt to convince Push investigation Listen Acknowledge feelings Provide time Be empathetic Reacting Give support Don’ts Do’s
  37. 40. Communication do’s and don’ts Push choices Rush choices Punish mistakes Overestimate or misrepresent future options Create opportunities to explore Employ participative decision-making Outline pros and cons Investigating Give encouragement Micromanage Control choices Limit participation Reward effective performance Support risk-taking and innovation Encourage communication Get out of the way Implementing Give reinforcement Don’ts Do’s
  38. 41. ‘ The Middle Manager’s Dilemma’* Leading change imposed from above <ul><li>Reflect before you act </li></ul><ul><ul><li>Acknowledge your own feelings </li></ul></ul><ul><ul><li>Learn all you can before talking to your team </li></ul></ul><ul><ul><li>Be professional </li></ul></ul><ul><li>Influence decision-makers </li></ul><ul><ul><li>Use the type of data that is important to your boss </li></ul></ul><ul><ul><li>Offer ways to make the change successful </li></ul></ul><ul><ul><li>Use humor </li></ul></ul><ul><ul><li>Pick your battles </li></ul></ul><ul><ul><li>* Title of book by Rick Maurer </li></ul></ul>
  39. 42. Leading change imposed from above <ul><li>Get your team involved </li></ul><ul><ul><li>Build trust (trust = integrity + competence) </li></ul></ul><ul><ul><li>Find ways to make the change your own </li></ul></ul><ul><ul><li>Establish common ground </li></ul></ul><ul><ul><li>Develop a strategy that attends to both people and the project </li></ul></ul><ul><li>Build strategic alliances </li></ul><ul><ul><li>Be yourself </li></ul></ul><ul><ul><li>Do things to prove reliability over time with stakeholders </li></ul></ul>
  40. 43. A fable about change Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions John Kotter, Harvard change management guru
  41. 44. Kotter’s 8-step change process <ul><li>SET THE STAGE </li></ul><ul><li>Create a Sense of Urgency. </li></ul><ul><ul><li>Help others see the need for change and the importance of acting immediately. </li></ul></ul><ul><li>Pull Together the Guiding Team. </li></ul><ul><ul><li>Make sure there is a powerful group guiding the change—one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills. </li></ul></ul><ul><li>DECIDE WHAT TO DO </li></ul><ul><li>Develop the Change Vision and Strategy. </li></ul><ul><ul><li>Clarify how the future will be different from the past, and how you can make that future a reality. </li></ul></ul>
  42. 45. Kotter’s 8-step change process <ul><li>MAKE IT HAPPEN </li></ul><ul><li>Communicate for Understanding and Buy-in. </li></ul><ul><ul><li>Make sure as many others as possible understand and accept the vision and the strategy. </li></ul></ul><ul><li>Empower Others to Act. </li></ul><ul><ul><li>Remove as many barriers as possible so that those who want to make the vision a reality can do so. </li></ul></ul><ul><li>Produce Short-Term Wins. </li></ul><ul><ul><li>Create some visible, unambiguous successes as soon as possible. </li></ul></ul><ul><li>Don’t Let Up. </li></ul><ul><ul><li>Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality. Create a Sense of Urgency. </li></ul></ul><ul><ul><li>Help others see the need for change and the importance of acting immediately. </li></ul></ul>
  43. 46. Kotter’s 8-step change process <ul><li>MAKE IT STICK </li></ul><ul><li>Create a New Culture. </li></ul><ul><ul><li>Hold on to the new ways of behaving, and make sure they succeed, until they become a part of the very culture of the group. </li></ul></ul><ul><li>Source: Our Iceberg Is Melting website ( ) </li></ul>
  44. 47. Remember… <ul><li>‘ The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.’ </li></ul><ul><li>John Kotter </li></ul><ul><li>Source: David Pohl, &quot;Change or Die,&quot; Fast Company , May 2005 ( ). </li></ul>