Wali MemonOctober 02, 2010      Wali Memon   1
chiefOctober 02, 2010   Wali Memon   2
Two Parts of the Same Brain           Emotional part                   This part is instinctive and feels pain and pleasur...
The Elephant and the Rider           Elephant                   Emotion           Rider                   ReasonOctober 02...
The Elephant and the Rider           Everyone in your workforce is           both a Rider and an Elephant                 ...
What Gets in the Way?           When change fails it is usually caused by           the elephant                   The ele...
Three NecessaryConditions for Change    1.          To change someone’s behavior, you’ve got to               change that ...
Three NecessaryConditions for Change    2.         Emotional conviction                   Self control is an exhaustible r...
Three-Part Framework for Change           Direct the Rider                   Provide crystal-clear direction              ...
Direct the Rider           Find the bright spots                   Investigate what’s working and being done right        ...
Direct the Rider           Point to the destination                   Communicate where you want to go                   a...
Direct the Rider                              2014                                                                        ...
Motivate the Elephant           Find the feeling                   A manager found out that his                   company ...
Implement Small Solutions• Big problems are rarely solved by big  solutions• Malnutrition can be caused  by poor sanitatio...
Implement Small Solutions• Big problems are rarely solved by big  solutions• Malnutrition can be caused by poor  sanitatio...
TBU           Many things we know are “true but useless”           To know the economy is in a recession may           be ...
Build in Early Successes           A car wash gave half of their customers a loyalty           card that required 8 stamps...
Motivate the Elephant           Shrink the Change                   Go for small wins                   ○ Dave Ramsey’s “b...
Motivate the Elephant           Grow your People                   Cultivate a sense of identity (with the change)        ...
Shape the Path       Tweak the Environment            Provide smaller plates            Automate systems            Preven...
Shape the Path       Build Habits            Action Triggers            Piggyback on an old habit            Use check lis...
Shape the PathRally the Herd            Social Pressure – If you have a majority, publicize            that – if not, don’...
October 02, 2010   Wali Memon   23
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Change Management

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When Change is Hard!

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Transcript of "Change Management "

  1. 1. Wali MemonOctober 02, 2010 Wali Memon 1
  2. 2. chiefOctober 02, 2010 Wali Memon 2
  3. 3. Two Parts of the Same Brain Emotional part This part is instinctive and feels pain and pleasure Rational part This part is reflective, conscious, deliberative and analytical These two parts are always active The rational side may want to wake up at 5:45 am, allowing plenty of time for a quick jog The emotional side may enjoy snoozing in a warm cocoon of sheets and blankets and want a few more minutes of sleepOctober 02, 2010 Wali Memon 3
  4. 4. The Elephant and the Rider Elephant Emotion Rider ReasonOctober 02, 2010 Wali Memon 4
  5. 5. The Elephant and the Rider Everyone in your workforce is both a Rider and an Elephant Direct the Rider (rational) Motivate the Elephant (emotional)October 02, 2010 Wali Memon 5
  6. 6. What Gets in the Way? When change fails it is usually caused by the elephant The elephant is much stronger than the rider, but it is lazy and prefers immediate gratification over delayed gratification The rider may want to avoid candy today to be slimmer tomorrow – the elephant wants the candy todayOctober 02, 2010 Wali Memon 6
  7. 7. Three NecessaryConditions for Change 1. To change someone’s behavior, you’ve got to change that person’s situation Movie goers were given free buckets of popcorn, half medium size & half large (both more than they could eat) The ones given the large buckets ate more than those given the medium buckets One conclusion might be that half the movie goers had an over eating problem that needed to be addressed The solution to changing their behavior is to change their situation – give them smaller buckets of popcorn One weight loss expert recommends storing your dinner plates and using your salad platesOctober 02, 2010 Wali Memon 7
  8. 8. Three NecessaryConditions for Change 2. Emotional conviction Self control is an exhaustible resource What looks like laziness is often exhaustion (the Rider wears out trying to control the Elephant) People simply run out of will power 3. Rational direction If you want people to change you must provide crystal-clear direction Rather than tell someone to eat healthier, tell them, “buy 1% milk”October 02, 2010 Wali Memon 8
  9. 9. Three-Part Framework for Change Direct the Rider Provide crystal-clear direction ○ What looks like resistance is often a lack of clarity Motivate the Elephant You probably have more Elephants than Riders Elephants need emotional reasons to change ○ What looks like laziness is often exhaustion Shape the Path (change the situation) Workflows, systems, habits Examples?October 02, 2010 Wali Memon 9
  10. 10. Direct the Rider Find the bright spots Investigate what’s working and being done right (Where are you succeeding now, or where have you succeeded before?) Script the critical moves – be clear about how people should act • Don’t think big picture, think in terms of specific behaviors (1% milk)October 02, 2010 Wali Memon 10
  11. 11. Direct the Rider Point to the destination Communicate where you want to go and why it is worth it ○ Feelings, not Metrics ○ Move from “process” to “outcome ○ Does it pass the Champagne Test?October 02, 2010 Wali Memon 11
  12. 12. Direct the Rider 2014 2015 O’Neil & Associates Miamisburg OH Dunham’s Athleisure Waterford MI Accurate Lubricants & Metalworking Fluids Dayton OH Baytree National Bank & Trust Lake Forest IL Finesse Cuisine Chicago IL Cardware International Heath OH Chief Executive Boards International Greenville SC Spectrum Technologies Naperville IL Assured Corporation Mokena IL Richard Geib & Associates New Philadelphia OHOctober 02, 2010 Wali Memon 12
  13. 13. Motivate the Elephant Find the feeling A manager found out that his company bought over 400 different kinds of gloves (Cost = $3.50 to $17) Rather than put this data in a PowerPoint, he stacked the gloves on a conference tableOctober 02, 2010 Wali Memon 13
  14. 14. Implement Small Solutions• Big problems are rarely solved by big solutions• Malnutrition can be caused by poor sanitation, universal poverty, polluted water and ignoranceOctober 02, 2010 Wali Memon 14
  15. 15. Implement Small Solutions• Big problems are rarely solved by big solutions• Malnutrition can be caused by poor sanitation, universal poverty, polluted water and ignorance• To address all these problems would be very daunting• Idea: Find mothers who provide good nutrition and use them to teach othersOctober 02, 2010 Wali Memon 15
  16. 16. TBU Many things we know are “true but useless” To know the economy is in a recession may be true, but it is not very useful for the average business person What are other examples of facts that are true but not useful? Do you spend a lot of time thinking about TBU’s rather than useful information?October 02, 2010 Wali Memon 16
  17. 17. Build in Early Successes A car wash gave half of their customers a loyalty card that required 8 stamps to get a free car wash The other half of the customers got a loyalty card that required 10 stamps, but the first two were already stamped All needed 8 stamps for a free car wash, yet 19% of the 8-stamp customers earned a free wash 34% of the 10-stamp customers earned a free washOctober 02, 2010 Wali Memon 17
  18. 18. Motivate the Elephant Shrink the Change Go for small wins ○ Dave Ramsey’s “baby steps” Think “ones” Short term (hours or days, not months) Put two stamps on their cards Avoid talking about TBUsOctober 02, 2010 Wali Memon 18
  19. 19. Motivate the Elephant Grow your People Cultivate a sense of identity (with the change) Expect failure enroute Instill a growth mindset vs. fixed mindset ○ Fixed: “Abilities are basically static” ○ Growth: “Abilities are like muscles – they improve with exercise” In business, we tend to Plan and then Execute Practice is seen as failureOctober 02, 2010 Wali Memon 19
  20. 20. Shape the Path Tweak the Environment Provide smaller plates Automate systems Prevent injuries Identify & remove bottlenecksOctober 02, 2010 Wali Memon 20
  21. 21. Shape the Path Build Habits Action Triggers Piggyback on an old habit Use check listsOctober 02, 2010 Wali Memon 21
  22. 22. Shape the PathRally the Herd Social Pressure – If you have a majority, publicize that – if not, don’t Design a “free space” – a place to work on the intended change Define work on the change as “real work”, not a spare time activity Spotlight early signs of successOctober 02, 2010 Wali Memon 22
  23. 23. October 02, 2010 Wali Memon 23

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