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Rising to the Challenge: Navigating the Crossroads of Change
 

Rising to the Challenge: Navigating the Crossroads of Change

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Presentation by Timothy S. Griles, Managing Principal, Human Dynamics Consulting, LLC

Presentation by Timothy S. Griles, Managing Principal, Human Dynamics Consulting, LLC

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    Rising to the Challenge: Navigating the Crossroads of Change Rising to the Challenge: Navigating the Crossroads of Change Presentation Transcript

    •   RISING  TO  THE  CHALLENGE:     NAVIGATING  THE  CROSSROADS  OF  CHANGE         Timothy  S.  Griles   March  19,  2013  
    • Naviga<ng  the  Crossroads   At every crossroads on the path that leads to the future, tradition has placed 10,000 men to guard the past. - Maurice Maeterlinck
    • Ques<ons  to  be  answered…   • Why  do  change  efforts  stall  or  fail?   • What  is  the  difference  in  managing  change  and   leading  change?   • What  are  some  indicators  and  causes  of  resistance   to  change?   • What  can  you  do  to  accelerate  the  change  process?  
    • Naviga<ng  the  Crossroads  of  Change   “You  can’t  manage  change…          …You  can  only  manage  the   effects  of  change”  
    • Types  of  Resistance   That’s the international symbol for “Don’t rock the boat”.
    • Types  of  Resistance   They’re extinct in the wild, but some still exist in the corporate world.
    • Failure  is  not  an  op<on…   Or  is  it?   ¨  350  Execu<ves  involved  in  business  re-­‐engineering   ¤  16%  “fully  sa<sfied”  with  the  results   ¤  68%  said  project  had  unintended  nega<ve  side  effects   ¨  166  companies   ¤  27%  success  in  changing  business  systems/processes   ¨  7  hospitals  a[emp<ng  to  implement  TQM   ¤  14%  success   ¨  Overall  33%  Success  rate  
    • Barriers  to  Strategy  Success   Avg.  Performance  Realized   1%   4%   3%   Inadequate  or  unavailable  resource   1%   3%   2%   3%   Poorly  Communicated  strategy   4%   Ac<ons  not  clearly  defined   Unclear  accountabili<es  for  execu<on   4%   Org  silos  &  culture  blocking   5%   7.5%   Avg.  Performance  Loss   63%   Inadequate  performance  monitoring   Inadequate  consequences  or  rewards   Poor  senior  leadership   Uncommi[ed  leadership  
    • Grief  /  Change  /  Loss  Cycle   Anger Emotional Response Active Acceptance Bargaining Stability Testing Denial Time Immobilization Depression Passive “People  don’t  fear  Change,  they  fear  loss”  
    • The  Human  Aspect   Denial   Commitment   Human   Response  to   Change              Anger/   Resistance     Explora<on   Lead them through it!
    • The  Human  Aspect   Denial   Get  OVER  it!!!   Commitment   Human   Response  to   Change              Anger/   Resistance     Explora<on   Lead them through it!
    • Your  Change  Ini<a<ve   ¨  Take  a  minute  to  iden<fy  resistance  you  currently   or  might  see  from  a  stakeholder  in  your  project.   ¤  What  stage  are  they  in?   ¤  What  might  they  be  feeling?   ¤  What  did/could  they  be  “losing”?   ¤  What  can  you  do  to  accelerate  the  change  process?  
    • Accelera>ng  the  change…   Communicate   Reward   Human   Response  to   Change   Listen/Empathy   Facilitate   How can we lead them through it?
    • Denial   ¨  Leadership  role:  Communicate   ¤  “Help  others  see  the  need  for  change”     Make  the  reality  as  visible  as  possible  to  team   members  and  stakeholders.   ¨  Paint  a  picture  of  what  will  happen  (clear   vision;  +/-­‐  consequences)   ¨  Enlist  your  guiding  coali<on   ¨  Highlight  early  adopters   ¨ 
    • Anger/Resistance   ¨  Leadership  role:  Listen  with  empathy   ¤  “Respond  to  feelings  and  concerns  first,  rather   than  their  arguments”     Authen<c  empathy  requires  recognizing  what   the  feelings  are  before  an  analysis  of  why.   ¨  Ask  open-­‐ended  ques<ons  to  understand  why   their  percep<ons  exist.   ¨  Acknowledge  what  they  are  losing.   ¨ 
    • Explora<on   ¨  Leadership  role:  Facilitate  and  remove   barriers;  add  safety  nets   ¤  “Learn,  discover,  create  solu>ons”     Foster  innova<on  and  incubate  seeds  of  hope.   ¨  Celebrate  small  wins.   ¨  Ensure  plan  has  ac<onable  steps  and   milestones   ¨  Provide  skill  building  and  resources   ¨ 
    •     The  difference  between  involvement  and   commitment  is  like  ham  and  eggs.  The  chicken   is  involved;  the  pig  is  commi[ed.     -­‐  Mar<na  Navra<lova  
    • Commitment   ¨  Leaders  role:  Reward  desired  behaviors   ¤  “Sustain  the  change  efforts  and  realize  the  benefits”     Reward  and  recognize  efforts  and   accomplishments.   ¨  Ensure  goals  and  measures  are  for  the  long   haul.   ¨  Share  personal  success  stories   ¨  Measure  outcomes  and  adjust  ac<ons,  don’t   start  over   ¨ 
    • Elements  of  Effec<ve  Change  Leadership   D   V   DissaFsfacFon   with  the  current   state   F   Clear  and   Compelling   Vision  of  the   Future   Ac>onable   First  Steps   Which step is most important? R   Overcome   Resistance  
    • Elements  of  Effec<ve  Change  Communica<on   ?   “Sa*sfied”  with   the  current   state   V   F   Clear  and   Compelling   Vision  of  the   Future   Ac*onable   First  Steps   R   Overcome   Resistance   What happens if they are happy with how “If it ain’t things are? fix it!” broke, don’t
    • Elements  of  Effec<ve  Change  Communica<on   D   Dissa<sfac<on   with  the  current   state   ?   F     ???   Vision  of  the   Future   Ac*onable   First  Steps   R   Overcome   Resistance   What if people are unhappy and all they have “Flavor of the week!” are first steps?
    • Elements  of  Effec<ve  Change  Communica<on   D   Dissa<sfac<on   with  the  current   state   V   ?   Clear  and   Compelling   Vision  of  the   Future   ???   First  Steps   R   Overcome   Resistance   What do you get if you are missing actionable “Campaign Promises” first steps?
    • Elements  of  Effec<ve  Change  Communica<on   D   Dissa<sfac<on   with  the  current   state   V   F   Clear  and   Compelling   Vision  of  the   Future   Ac*onable   First  Steps   R   Overcome   Resistance   What is your role as a leader in this equation?
    • Elements  of  Effec<ve  Change  Communica<on   D   V   Dissa<sfac<on   with  the  current   state   F   Clear  and   Compelling   Vision  of  the   Future   Ac*onable   First  Steps   What does resistance look like? R   Overcome   Resistance  
    • Elements  of  Effec<ve  Change  Communica<on   D   V   F   Dissa<sfac<on   with  the  Current   State   Clear  and   Compelling   Vision  of  the   Future   Ac*onable  First   Steps   Urgency  for   the  Change   Buy-­‐in  &   Commitment   Empowered   Movement   R  
    • Master  of  Mo<va<on   Look  for  the  three  elements   1.  Dissa<sfac<on  with  the  current  op<ons   2.  Clear  and  compelling  vision  of  what  the  proposed   op<on  will  bring  (results  and  impact)   3.  Ac<onable  first  steps  (what  do  you  have  to  do  to   realize  these  results?)   Video   ¨ 
    • D   Step   One  minute…   Possible  AcFons   1)  Establish  a  sense  of  urgency   DISATISFACTION  WITH   CURRENT  STATE   DescripFon     Logic  and  Reason  are   not  enough   Why  change?   WIIFM?   Consequences  (  +  /  -­‐  )   2)  Form  a  powerful  guiding   coaliFon   Stakeholder  analysis   Early  adopters   Champions     It’s  Not  the  network,   it’s  the  “Network”  
    • V   Step   Gain  buy-­‐in  and  commitment   Possible  AcFons   3)    Create  a  guiding  vision   CLEAR  AND  COMPELLING   VISION  OF  THE  FUTURE   DescripFon     Begin  with  the  end   “I  Have  a  Dream”     Future  of  possibili<es   Appeal  to  shared  aspira<ons   Pick  80/20  strategies   4)    CommunicaFng  for  buy-­‐in   Increase  channels   Define  features  and   Words  and  deeds  (modeling)   benefits   Credible  messengers   Clear,  simple,  compelling  
    • F   Empowered  movement   Step   DescripFon   Possible  AcFons   ACTIONABLE  FIRST  STEPS   5)  Empowering  others  to  act  on   Educa<on?   vision   Licensure  laws?   Foster  collabora<on   Broadband  Access?   ID,  tackle  &  remove  obstacles   Lead  vs.  lag   measures?  (%   Celebrate  success  along  the  way   discharged  with   Communicate  benefits  of   training  vs.   progress   readmission  rates)   6)  Produce  short  term  wins  
    • R   Reward  Commitment   Step   DescripFon   7)  Keep  momentum   SOLIDIFYING  CHANGES   Goal  set  through  to  other  side   and  beyond   Don’t  move  on  too  quickly   8)  InsFtuFonalize  new   approaches   Anchor  to  solid  rocks   Root  in  new  systems,  induc<on,   handbooks  etc.   Possible  AcFons   Lag  measures   %  decrease  in   readmission  vs.   goal  rate   What’s  already   working?  
    • Ques<ons?