Humor to break preoccupation• http://youtu.be/XhUTUr0ha-o
Kotters 8-Step Change ModelImplementing Change Powerfully and Successfully1: Create Urgency2: Form a Powerful Coalition3: Create a Vision for Change4: Communicate the Vision5: Remove Obstacles6: Create Short-term Wins7: Build on the Change8: Anchor the Changes in Corporate Culture
Leading ChangeAdapted from the works of Beckhard, Burke, Cummings & Worley, Greenberg, and KotterCreating AlignmentPlanning for Change•Overcome Resistance•Create a Vision•Involve OpinionLeaders•Communicate theNeed for Change andthe VisionManaging theTransition•Recognize &Celebrate Short-termWins•Acknowledge thePast•Involve Members•Use multiple Levers•Provide FeedbackInstitutionalizing theChange•Recognize &Celebrate Short-termWins•Develop & ReinforceNew Competencies &Skills•Socialize NewBehaviorStrategy&PrioritiesChangingtheWorkItselfChangingtheWay weThinkAnd FeelChangingtheWay we WorkTogether
Steps to Leading Change1. lead the change2. communicate why the change is being made3. focus on outcomes and measures of success4. create transparency5. develop a strategy to lead change6. develop a communication plan tocommunicate information and milestones.
Leading Change• This tool is designed to help those leading a change in their unitsdetermine their unit’s stage in a change process – is your unit at:– Goal alignment?– Process improvement?– Implementation & continuous improvement?• What deliverable does your supervisor expect from you?• What is your purpose?– To align goals?– To align the work to unit goals and resources?– To understand your work processes?– To align work to specific position descriptions?– To bring one group together with one or more groups?• Do you know what outcomes do you hope to gain? If so, what arethey?
Goal Alignment• Do you have a document you can send out in the next 30 minuteswith your mission and vision?• Have your mission and vision been communicated to your staff?• Do you have a clear set of departmental goals and objectives youcan send out?• Have they been communicated to your staff?• Does the work align to the goals?• Have you and your staff met and discussed the work you are doingnow?• Do you know what work goes into and out of your unit?• Have you and your staff met and discussed the work you are doingnow?• Do you know what work goes into and out of your unit?• Are you financially aligned?
Process Improvement• Do you know what work you might need tocontinue?• Do you know what work you might need torestructure?• Do you know your major work processes?• Those that take 10, 15, 20 percent or more ofyour unit’s time to complete?• Do you have process documents for majorprocesses with designations of accountability andresource allocation?
Implementing Improvement• Are your position descriptions aligned to thework?• Do all employees have annual goals for whichthey are accountable?• Are your employees on board with the needfor change and the direction?• Are your managers prepared to coachemployees through the stress of change?
Type-O People• See opportunities hidden within dangers• Find humor of serious situations• Highlight order embedded in chaos• Have patience necessary in urgent circumstances• Address alterations necessary for things toremain the same• Emphasize constancy that exists within atransition• Even as people strive toward perfection, acceptits impossibility
Five Basic Characteristics of Resilience• Positive– Feel secure and self-assured. View life as complex butfilled with opportunity• Focused– Have a clear vision of what you want to achieve• Flexible– Be pliable when responding to uncertainty• Organized– Develop structured approaches to managing ambiguity• Proactive– Engage change rather than defend against it.