Managing Change: Herding Cats is Easier

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This workshop explores some of the things that get in the way of change and suggests some ways of moving people forward in their thinking. Why is it good to have some people who disagree with you? What happens when you have a good idea and people don稚 want to follow? How can you get buy-in and reach the tipping point of change?

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Managing Change: Herding Cats is Easier

  1. 1. Christchurch New Zealand October 2009 Integrating new technologies to empower learning and transform leadership
  2. 2. http://www.flickr.com/photos/fofurasfelinas/54837986/sizes/m/ Leading Change: Herding Cats is easier Dr Cheryl Doig Integrating new technologies to empower learning and transform leadership
  3. 3. www.rata.org.nz
  4. 4. http://www.flickr.com/photos/66164549@N00/2487291985/ Have a good hard look at yourself…
  5. 5. The Johari Window Known Ask/Inquire Unknown by Self by Self Known by Others Open Area Blind Area Feedback Sh Tell/advocate Self Disclosure ar ed di sc ov er y Self Discovery Unknown by Others Hidden Area Unknown Area
  6. 6. The Johari Window Known Ask/Inquire Unknown by Self by Self Known by Others Open Area Blind Area Feedback Sh Tell/advocate Self Disclosure ar ed di sc ov er y Self Discovery Unknown by Others Hidden Area Unknown Area
  7. 7. “If there is anything that we wish to change in the child, we should first examine it and see whether it is not something that could better be changed in ourselves.” (Carl G Jung, 1875-1961, Swiss psychiatrist and humanist, written in 1932.)
  8. 8. Getting THOSE people to change…
  9. 9. No easy answers… Technical problem Adaptive challenge Clear problem Complex and definition and requires learning - solutions that can can only be be resolved through addressed through current know-how changes in people’s priorities, beliefs, habits & loyalties Heifetz, Grashow & Linsky, 2009
  10. 10. Adaptive leadership is the practice of mobilising people to tackle tough challenges and thrive. Heifetz, Grashow & Linsky, 2009
  11. 11. 1. Pull don’t push 2. Create from relevance 3. Stop calling them ‘soft’ skills 4. Allow for variation 5. No more sage onstage 6. Teachers are designers 7. Build a learning community 8. Be an anthropologist not an archeologist 9. Incubate the future 10. Change the discourse http://www.metropolismag.com/cda/story.php?artid=3714
  12. 12. Teachers are designers Let them create. Build an environment where your teachers are actively engaged in learning by doing. Shift the conversation from prescriptive rules to permissive guidance. Even though the resulting environment may be more complicated to manage, the teachers will produce amazing results.
  13. 13. Achieving the Tipping Point
  14. 14. Innovators Early Adopters Late Majority Laggards Venturesome, Respect, more Skeptical, cautious Traditional, risky, can cope integrated into the focussed on past May adopt because and interact with with uncertainty system of increased like minds Can understand & “The individual to network pressure apply complex check with” from peers or for Suspicious of technical economic necessity innovations and Not so far ahead change agents knowledge so serve as a role The weight of Not always model systems norms Limited resources respected by others needs to favour an leads to Plays an important cautiousness in the system innovation before part by decreasing they are convinced Can change when Plays an important the uncertainty role as gatekeeper - and conveying a Means that most they can see what bringing in new subjective uncertainty must be is happening and ideas from outside evaluation through removed before it fits with their the system interpersonal they feel safe cultural values networks Rogers (1995) Diffusion of Innovation
  15. 15. Adaptive Leadership • Live with disequilibrium • Develop a culture where issues can be raised openly • All are responsible for the future • Leadership capacity is developed • Continuous improvement and reflection Heifetz et al 2009
  16. 16. Change Management • What is it like in the shoes of the other people? • How do you encourage others to take informed risks?
  17. 17. Five Dysfunctions • Trust - How comfortable are you saying to your team - “I don’t know.” • Conflict - respectful dialogue? Non- confrontation? Welcome debate? • Commitment - dialogue and discussion - then nail it • Accountability - all confront issues • Results - how do you know if your team is successful?
  18. 18. What does the data show you? What would be your next steps? What about your organisation? Here’s what So what? Now what?
  19. 19. Have the conversation… Error 1: “So how’s it going?” Error 2: The Oreo cookie Error 3: Too many pillows Error 4: Writing the script in advance Error 5: Machine-gun Nelly -Susan Scott - Fierce Leadership
  20. 20. Thriving organisations • Build on the past • Discard what doesn’t meet needs • Create the new and challenges the future
  21. 21. What is essential to preserve and what is expendable? Helps Hinders Harness
  22. 22. Relationships are key… Joan Dalton and David Anderson www.plotpd.com
  23. 23. Life is curly. Don't try to straighten it out. -Susan Scott Fierce Conversations
  24. 24. For more information… www.thinkbeyond.co.nz c.doig@thinkbeyond.co.nz

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