To Change or Not to Change - Getting them to the "Right" Decision

JobCamp 2 7/9/09 Managing Change by Dotty Posto© 1

What We’ll Share Today
■  Some of the physiology behind change

■  Highlight some of the models for change
management

■  Change management basics


The Learning Grid
1 2

Unconscious Conscious
Incompetence Incompetence

4 3

Unconscious Conscious
Competence Competence


Imagine This Scenario
■  You are seated at a table with your peers, you are
brainstorming ideas for a new area of business that
you have experience in. You mention a number of
great ideas, but nobody acknowledges you or your
ideas?

■  How do you feel?

■  How do you react?


Imagine This Scenario Continues
■  Again, and again, and again

■  How do you feel?

■  How do you react?

■  What do you do?

■  What do you stop doing?


Physiology of Change
■  What would happen if…
■  You were at the zoo and an escaped lion charged
you?
■  You were in the road and an out of control driver
came up on the sidewalk toward you?


Physiology of Change
■  What happens when:
■  You get stuck in traffic on the way to an interview?
■  You get a rejection letter after several interviews you
felt went extremely well?
■  You have to fill out an online application that takes
you 5 hours?


Natural Reactions of the
Central Nervous System
Threat Thrive/Secure
(Sympathetic NS) (Parasympathetic NS)
“Excited mobilization” “Homeostasis”
■  Fight, Flight or Freeze ■  Bio-rhythm stability
cardiovascular activity ■  Circadian
respiration ■  Infradian

neurohormones: ■  Ultradian

i.e. CORTISOL Endorphins
immunity Repair and restoration
digestion
restoration/sleep cycle
Maintains survival of the organism

For Most People…

Change = Thrive/Secure (Safety)


For Most People…

Change = Threat (Fight, Flight, Freeze)


It’s a Natural Response


Moving Along the Continuum…

Safety

Threat


is Not a Straight Path
Safety

Threat


Change = Threat = Resistance


Prosci’s ADKAR Model


LaMarsh Managed Change™


Managing During Uncertain Times
Change Acceptance Tool
•  Validate, reward positive change •  Clarify Expectations
•  Focus on team building •  Give information
•  Set long-term goals •  Allow reactions
•  Share new vision •  Lit it ‘sink in’
Ready Numb
Focused Focused
on future on past
Cooperate Commitment Denial Apathetic
Start working Activity, but little
together, those gets done
committed are looking “This will
Eager for the next challenge blow over”

Over Exploration Reluctance
Energy and creativity return, Focus on persona impact
Anger
prepare but efforts lack direction, of change, accidents, Blame
employees begin to absenteeism rises,
Energy embrace the productivity dips Anxiety
future
•  Prioritize Chaos Depression •  Listen
•  Provide training Grumble •  Empathize
Confusion
•  Set short-term goals Withdraw •  Allow ‘venting’
•  Harness new energy •  Encourage support
•  Conduct planning meetings •  Acknowledge feelings
•  Follow-up on current projects •  “Good-bye old” / “Hello new” with fun event
Adapted from: Deffis Jaffe and Cynthia Scott, Managing Organizational Change, Crisp Publication

Managing Pain (Change)
Anger
Resistance Energy

Bargaining

Denial Depression
Exploration

Immobilization Acceptance
Time

Attributed to Dr. Elisabeth Kubler-Ross


Example Change Process
A normal change management process often evolves trough number of
mental phases:
1.  Denial Where we fight the change and protect status quo.
2.  Frustration and anger When we realize that we cannot avoid the change and we become
insecure because of lack of awareness.
3.  Negotiation and bargaining Where we try to save what we can.
4.  Depression When we realize that none of the old ways can be incorporated into the new.
5.  Acceptance When we accept the change, and start to mentally prepare ourselves.
6.  Experimentation Where we try to find new ways, and gradually remove the old barriers.
7.  Discovery and Delight When we realize that the change will improve our future
possibilities.
8.  Integration Where we implement the change.

Source: Change Management Handbook
by: Thomas Baekdal Kim L. Hansen - b.young A/S Lars Todbjerg -
Merrild A/S Henrik Mikkelsen - Jevi A/S


First and Foremost
Everyone Has a Choice

To change or Not to change

Basics of Managing Change
■  Who ■  How, Where & When
■  Sponsors ■  Communication
■  Change Agents ■  Learning
■  Stakeholders ■  Measurement
■  Rewards and
■  What & Why
Consequences
■  Now (basis for why)
■  Sustainment
■  Future
■  In Between So what is the key missing
ingredient that causes so many
projects to fail?


Listening And Responding


Too Often – This is the Picture


Change Mgt Basics
■  Who ■  How, Where & When
■  Sponsors ■  Communication
■  Listen & respond ■  Listen & respond
■  Change Agents ■  Learning
■  Stakeholders ■  Measurement
■  What ■  Rewards & Consequences
■  Now (basis for why) ■  Listen & respond
■  Listen & respond ■  Sustainment
■  Future ■  Listen & respond
■  Listen & respond
■  In Between
■  Why


Listen & Respond…
Understand their concerns and address them
in some way…

Getting to Concerns
■  Assertions

■  Assessments Understanding the
■  Grounded differences between
these (particularly
■  Un-grounded the first two) is
critical to successful
■  Declarations
communication
■  Requests/Offers

■  Promises


De-coding Resistance
What is the reasoning
“I am concerned about….” behind the complaint?
“I would like to discuss….”
“I have a problem with...” Concern

Desire to Desire for
be Heard Satisfaction

Yes
No
Commit to Commit
“You make me….” Complaint Request Counteroffer
“You need to….”
“You, You, You” Does it sound like a What are you willing
protest, or accusation? to ask for? Risk?
JobCamp 2 7/9/09 Managing Change by Dotty Posto© Adapted from Roberta Colasanti 30

Summary
■  Resistance to change is a normal and natural
reaction

■  Listening and responding is critical to successfully
executing and sustaining a change

■  How we use the speech acts can build or destroy
trust – which directly affects our ability to influence
change in others


Commitment to Action
■  What one tool will you commit to try tomorrow?

■  What tool will you commit to use next week?

■  Can you find an accountability partner to keep you
focused, honest and successful?

■  Go forth & chill…


Contact Information
■  Dotty Posto
■  Executive & Personal Coach
■  Speaker
■  Leadership & Organizational Development
Consultant

■  dotty.posto@gmail.com

■  www.linkedin.com/in/dottyposto

■  414.305.8976


Process for Effective
Conversations


Yes
No
Commit to Commit

We feel EMOTIONS in our
BODIES
■  We “BURN” with ANGER,

■  “TREMBLE” with FEAR,
■  Feel “CHOKED UP” with SADNESS;
■  Our “STOMACHS TURN” with REVULSION.
■  Everyone tends to experience unpleasant bodily
symptoms and thus to feel PHYSICALLY
distressed when EMOTIONALLY distressed.”
Worried Sick, Arthur Barsky


Claim

WHAT YOU FEED GROWS


How have felt in your search?
■  More secure or more threat?

■  More sleep or less?

■  More relaxed or more tense?

■  What have you done differently?


Process for Effective
Conversations


Yes
No
Commit to Commit

Resources
■  www.lamarsh.com

■  www.prosci.com

■  http://www.businessballs.com/changemanagement.htm

■  http://www.mindtools.com/pages/article/newPPM_82.htm

■  http://www.change-management.com/tutorial-adkar-overview.htm

■  http://www.pritchettnet.com

■  http://www.co-creatingfutures.com

■  http://en.wikipedia.org/wiki/Price_Pritchett

■  http://www.saferpak.com/leadership_art6.htm


Resources
■  http://www.simmalieberman.com/articles/managechange.html

■  http://www.ogc.gov.uk/
delivery_lifecycle_managing_change_.asp

■  http://press.harvardbusiness.org/harvard-business-essentials-
guide-to-managing-change-and-transition

■  http://www.ieconsulting.biz/index.aspx?urlname=managing-
through-mergers-and-acquisitions-transcript

■  http://www.change-management.com/tutorials.htm


To Change or Not to Change - Getting them to the "Right" Decision

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