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Influencing Change
People & Change
People & ChangeUnderstand the mindset of the personyou wish to influence to change.
People & ChangeThe Influence Edge Model can help youinfluence others to accept change.
People & ChangeUse Push, Pull and Push/Pullbehaviors to help influence change.
Pull EnergyWhat would be my response ifI were the one being influenced?
Pull EnergyWhat would I fear about this change?
Pull EnergyHow might I see it impact me in anegative way?
Push EnergyMake clear suggestions that are relevantto the situation.
Push EnergyIdentify the consequences of whatmight happen if the other persondoes not do what you are asking.
Push EnergyProvide reasons or benefits thatinterest the other person.
Push/Pull EnergyHighlight commonalities to point outsimilarities.
Push/Pull EnergyHighlight goals, values and positions thatare similar, and those that are different.
Resisting ChangePeople resist change because theyfeel they are not part of the change.
Resisting ChangePeople resist change because theyfeel they will lose control.
Resisting ChangePeople resist change because theyfeel they will lose something becauseof the change.
Influencing ChangeEncourage individuals to becomeinvolved in the change.
Influencing ChangeSet up one or several change teams.
Influencing ChangeBrainstorm with the team aboutwhat is not working now, and whythere is a need for change.
Influencing ChangeSet up idea-generating teams.
Influencing ChangeBrainstorm possible ways to movefrom the now to the future.
Influencing ChangeThe more individuals feelencouraged to be involved, themore ownership and control theywill feel.
The Change Model
The Change Model• Denial Phase
The Change Model• Denial Phase• Resistance Phase
The Change Model• Denial Phase• Resistance Phase• Exploration Phase
The Change Model•   Denial Phase•   Resistance Phase•   Exploration Phase•   Commitment Phase
Denial PhasePeople are quiet and try to ignoretheir inner fears and concerns.
Denial PhaseAsk a lot of open-ended questions tothe key stakeholders.
Denial Comments• “This isn’t happening.”
Denial Comments• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”
Denial Comments• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”• “There is nothing different.”
Resistance PhasePay attention to those who are inresistance to the change.
Resistance PhaseListen to people, and let them knowyou are committed to finding asolution.
Resistance Comments• “Why is this happening to me?”
Resistance Comments• “Why is this happening to me?”• “This will never work.”
Resistance Comments• “Why is this happening to me?”• “This will never work.”• “I won’t do this.”
Exploration PhasePeople look for alternate possibilitiesand options.
Exploration PhaseKeep all the options and ideas open,and not make any final decisions.
Exploration Comments• “Well, maybe there is a way to make   this work.”
Exploration Comments• “Well, maybe there is a way to make   this work.”• “This isn’t so bad.”
Exploration Comments• “Well, maybe there is a way to make   this work.”• “This isn’t so bad.”• “Let’s see what we can do a...
Commitment PhaseCommitment happens as a result ofmoving through the first three phases.
Commitment PhasePeople feel more in control andgenerally, more comfortable.
Commitment PhaseReinforce these positive feelings byproviding rewards or celebrations.
Commitment Comments• “This could work if we did this.”
Commitment Comments• “This could work if we did this.”• “The new way is better.”
Commitment Comments• “This could work if we did this.”• “The new way is better.”• “I can’t believe we did it the old   way.”
Implementing Change
Implementing Change• Tell Your Story
Implementing Change• Tell Your Story• Explain What Will Happen
Implementing Change• Tell Your Story• Explain What Will Happen• Monitor Progress
Tell Your StoryConsider what will impact the keystakeholders most positively.
Tell Your StoryProvide rationale and highlightconsequences if no action is taken.
Tell Your Story•   Explain why a change is necessary
Tell Your Story•   Explain why a change is necessary•   Explain the consequences if a change    doesn’t happen
Tell Your Story•   Explain why a change is necessary•   Explain the consequences if a change    doesn’t happen•   Explain ...
Tell Your StoryUse Push behaviors when you providerationale of why the change isnecessary.
Tell Your Story1. Why is a change needed?
Tell Your Story1. Why is a change needed?2. Is there an internal reason for the    change?
Tell Your Story1. Why is a change needed?2. Is there an internal reason for the    change?3. What are the benefits of the ...
Tell Your Story1. Why is a change needed?2. Is there an internal reason for the    change?3. What are the benefits of the ...
Explain What Will HappenExplain what to expect to happen inthe process.
Explain What Will Happen•   Explain how the change process    will work
Explain What Will Happen•   Explain how the change process    will work•   Describe the intended results
Explain What Will Happen•   Explain how the change process    will work•   Describe the intended results•   Define roles a...
Monitor ProgressCreate a system of follow-upmeetings with key individuals.
Monitor ProgressStructure meetings around whatis working, and what requiresfurther focus.
Monitor ProgressMaintain a listing posture.
Monitor ProgressMake continuous improvement methods.
Monitor ProgressDetermine who will need to beinfluenced on an ongoing basis.
The Zebra System Case
Pull BehaviorsWhen influencing change, use Pullbehaviors – ask questions, listen andfind common ground.
Influencing ChangeEncourage people to be activelyinvolved in change.
Influencing ChangeGet commitment to specific actions tomake the change possible.
Influencing Change
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Self management the-influence_edge_and_change

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Transcript of "Self management the-influence_edge_and_change"

  1. 1. Influencing Change
  2. 2. People & Change
  3. 3. People & ChangeUnderstand the mindset of the personyou wish to influence to change.
  4. 4. People & ChangeThe Influence Edge Model can help youinfluence others to accept change.
  5. 5. People & ChangeUse Push, Pull and Push/Pullbehaviors to help influence change.
  6. 6. Pull EnergyWhat would be my response ifI were the one being influenced?
  7. 7. Pull EnergyWhat would I fear about this change?
  8. 8. Pull EnergyHow might I see it impact me in anegative way?
  9. 9. Push EnergyMake clear suggestions that are relevantto the situation.
  10. 10. Push EnergyIdentify the consequences of whatmight happen if the other persondoes not do what you are asking.
  11. 11. Push EnergyProvide reasons or benefits thatinterest the other person.
  12. 12. Push/Pull EnergyHighlight commonalities to point outsimilarities.
  13. 13. Push/Pull EnergyHighlight goals, values and positions thatare similar, and those that are different.
  14. 14. Resisting ChangePeople resist change because theyfeel they are not part of the change.
  15. 15. Resisting ChangePeople resist change because theyfeel they will lose control.
  16. 16. Resisting ChangePeople resist change because theyfeel they will lose something becauseof the change.
  17. 17. Influencing ChangeEncourage individuals to becomeinvolved in the change.
  18. 18. Influencing ChangeSet up one or several change teams.
  19. 19. Influencing ChangeBrainstorm with the team aboutwhat is not working now, and whythere is a need for change.
  20. 20. Influencing ChangeSet up idea-generating teams.
  21. 21. Influencing ChangeBrainstorm possible ways to movefrom the now to the future.
  22. 22. Influencing ChangeThe more individuals feelencouraged to be involved, themore ownership and control theywill feel.
  23. 23. The Change Model
  24. 24. The Change Model• Denial Phase
  25. 25. The Change Model• Denial Phase• Resistance Phase
  26. 26. The Change Model• Denial Phase• Resistance Phase• Exploration Phase
  27. 27. The Change Model• Denial Phase• Resistance Phase• Exploration Phase• Commitment Phase
  28. 28. Denial PhasePeople are quiet and try to ignoretheir inner fears and concerns.
  29. 29. Denial PhaseAsk a lot of open-ended questions tothe key stakeholders.
  30. 30. Denial Comments• “This isn’t happening.”
  31. 31. Denial Comments• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”
  32. 32. Denial Comments• “This isn’t happening.”• “I’ll just keep doing what I’m doing.”• “There is nothing different.”
  33. 33. Resistance PhasePay attention to those who are inresistance to the change.
  34. 34. Resistance PhaseListen to people, and let them knowyou are committed to finding asolution.
  35. 35. Resistance Comments• “Why is this happening to me?”
  36. 36. Resistance Comments• “Why is this happening to me?”• “This will never work.”
  37. 37. Resistance Comments• “Why is this happening to me?”• “This will never work.”• “I won’t do this.”
  38. 38. Exploration PhasePeople look for alternate possibilitiesand options.
  39. 39. Exploration PhaseKeep all the options and ideas open,and not make any final decisions.
  40. 40. Exploration Comments• “Well, maybe there is a way to make this work.”
  41. 41. Exploration Comments• “Well, maybe there is a way to make this work.”• “This isn’t so bad.”
  42. 42. Exploration Comments• “Well, maybe there is a way to make this work.”• “This isn’t so bad.”• “Let’s see what we can do about…”
  43. 43. Commitment PhaseCommitment happens as a result ofmoving through the first three phases.
  44. 44. Commitment PhasePeople feel more in control andgenerally, more comfortable.
  45. 45. Commitment PhaseReinforce these positive feelings byproviding rewards or celebrations.
  46. 46. Commitment Comments• “This could work if we did this.”
  47. 47. Commitment Comments• “This could work if we did this.”• “The new way is better.”
  48. 48. Commitment Comments• “This could work if we did this.”• “The new way is better.”• “I can’t believe we did it the old way.”
  49. 49. Implementing Change
  50. 50. Implementing Change• Tell Your Story
  51. 51. Implementing Change• Tell Your Story• Explain What Will Happen
  52. 52. Implementing Change• Tell Your Story• Explain What Will Happen• Monitor Progress
  53. 53. Tell Your StoryConsider what will impact the keystakeholders most positively.
  54. 54. Tell Your StoryProvide rationale and highlightconsequences if no action is taken.
  55. 55. Tell Your Story• Explain why a change is necessary
  56. 56. Tell Your Story• Explain why a change is necessary• Explain the consequences if a change doesn’t happen
  57. 57. Tell Your Story• Explain why a change is necessary• Explain the consequences if a change doesn’t happen• Explain the reasons to make a change
  58. 58. Tell Your StoryUse Push behaviors when you providerationale of why the change isnecessary.
  59. 59. Tell Your Story1. Why is a change needed?
  60. 60. Tell Your Story1. Why is a change needed?2. Is there an internal reason for the change?
  61. 61. Tell Your Story1. Why is a change needed?2. Is there an internal reason for the change?3. What are the benefits of the change?
  62. 62. Tell Your Story1. Why is a change needed?2. Is there an internal reason for the change?3. What are the benefits of the change?4. What will be the consequences if the change effort fails?
  63. 63. Explain What Will HappenExplain what to expect to happen inthe process.
  64. 64. Explain What Will Happen• Explain how the change process will work
  65. 65. Explain What Will Happen• Explain how the change process will work• Describe the intended results
  66. 66. Explain What Will Happen• Explain how the change process will work• Describe the intended results• Define roles and responsibilities
  67. 67. Monitor ProgressCreate a system of follow-upmeetings with key individuals.
  68. 68. Monitor ProgressStructure meetings around whatis working, and what requiresfurther focus.
  69. 69. Monitor ProgressMaintain a listing posture.
  70. 70. Monitor ProgressMake continuous improvement methods.
  71. 71. Monitor ProgressDetermine who will need to beinfluenced on an ongoing basis.
  72. 72. The Zebra System Case
  73. 73. Pull BehaviorsWhen influencing change, use Pullbehaviors – ask questions, listen andfind common ground.
  74. 74. Influencing ChangeEncourage people to be activelyinvolved in change.
  75. 75. Influencing ChangeGet commitment to specific actions tomake the change possible.
  76. 76. Influencing Change
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