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The Change Process

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The	
  Change	
  Process:	
  
Learning	
  how	
  the	
  organiza4on	
  4cks	
  
The	
  more	
  you	
  know	
  the	
  
environment	
  at	
  work,	
  the	
  be<er	
  
you’ll	
  be	
  able	
  to	
  figure	
  out	
  how	
  to	
  
best	
  posi4on	
  a	
  new	
  idea,	
  geBng	
  it	
              Understand	
  your	
  
approved	
  and	
  adopted.	
                                     organiza4on	
  to	
  be	
  
You	
  don’t	
  want	
  to	
  try	
  to	
  change	
  the	
       able	
  to	
  make	
  change.	
  
environment	
  and	
  all	
  its	
  associated	
  
poli4cs	
  and	
  cultural	
  norms.	
  That	
  
might	
  be	
  a	
  Career	
  Limi4ng	
  Move	
  
(CLM).	
  It’s	
  also	
  probably	
  impossible.	
               Create	
  change	
  but	
  
                                                                  don’t	
  try	
  to	
  change	
  
(As	
  is	
  trying	
  to	
  change	
  your	
  boss,	
  or	
  
your	
  boss’	
  boss.)	
                                         your	
  organiza4on.	
  

What	
  is	
  helpful	
  is	
  learning	
  how	
  your	
  
workplace	
  4cks.	
  	
  

                                                                                                     2	
  
Be	
  like	
  Sherlock	
  Holmes	
  

Using	
  keen	
  observa4on	
  skills,	
  look	
  for	
  
clues	
  about	
  your	
  organiza4on:	
  

• 	
  What	
  is	
  most	
  valued?	
  
• 	
  How	
  are	
  decisions	
  made?	
  
• 	
  What	
  are	
  the	
  business	
  cycles?	
  
• 	
  Who	
  influences	
  what	
  and	
  whom?	
  
• 	
  What	
  goals	
  are	
  most	
  revered	
  –	
  
formally	
  or	
  informally	
  ?	
  




                                                            3	
  
Prac1ce	
  “perspec1ve	
  taking”	
  
A	
  valuable	
  observa4on	
  approach	
  is	
  called	
  	
  
“perspec4ve	
  taking,”	
  which	
  is	
  simply	
  the	
  
ability	
  to	
  see	
  things	
  from	
  others’	
  
perspec4ves	
  in	
  order	
  to	
  understand	
  and	
  
interact	
  with	
  them.	
  	
  

The	
  more	
  you	
  understand	
  the	
  perspec4ves	
  
of	
  other	
  people,	
  the	
  be<er	
  you	
  can	
  posi4on	
  
your	
  ideas	
  with	
  them.	
  

              What	
  it’s	
  like	
  to	
  be	
  him	
  or	
  her?	
  

• 	
  What	
  might	
  appeal	
  to	
  her?	
  	
  
• 	
  What	
  is	
  he	
  likely	
  to	
  say	
  no	
  to?	
  
• 	
  What	
  mo4vates	
  her	
  to	
  take	
  a	
  risk	
  on	
  	
  	
  
something	
  new?	
  	
  
• 	
  What	
  holds	
  her	
  back?	
  
                                                                             4	
  
What	
  is	
  the	
  big	
  picture?	
  

What	
  are	
  the	
  organiza4on’s	
  
expressed	
  goals	
  or	
  objec4ves?	
  	
  

What	
  is	
  the	
  organiza4on’s	
  
philosophy,	
  or	
  mission?	
  	
  

What	
  does	
  the	
  organiza4on	
  stand	
  
for	
  and	
  why	
  does	
  it	
  exist?	
  	
  

How	
  does	
  your	
  idea	
  support	
  
these	
  stated	
  goals	
  and	
  values?	
  




                                                    5	
  
What	
  does	
  the	
  organiza1on	
  value?	
  	
  
What	
  stories	
  have	
  become	
  legends?	
  

      What	
  happened	
  that	
  made	
  the	
  story	
  something	
  
      worth	
  retelling?	
  	
  Are	
  there	
  elements	
  of	
  that	
  
      experience	
  that	
  people	
  would	
  love	
  to	
  be	
  able	
  to	
  do	
  
      again?	
  	
  Did	
  it	
  shine	
  a	
  light	
  on	
  the	
  organiza4on’s	
  
      strengths?	
  	
  Is	
  there	
  a	
  way	
  to	
  align	
  your	
  idea	
  with	
  
      those	
  aspira4ons?	
  	
  	
  

What	
  do	
  people	
  get	
  recognized	
  and	
  rewarded	
  
for	
  –	
  formally	
  or	
  informally?	
  

What	
  does	
  the	
  organiza4on	
  value	
  the	
  most?	
  	
  

               Risk	
  or	
  certainty?	
  
               Speed	
  or	
  though]ulness?	
  
               Challenging	
  status	
  quo	
  or	
  upholding	
  
               standards?	
  
               Finding	
  new	
  opportuni4es	
  or	
  improving	
  what	
  
               exists?	
  
                                                                                             6	
  

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The Change Process

  • 1. The  Change  Process:   Learning  how  the  organiza4on  4cks  
  • 2. The  more  you  know  the   environment  at  work,  the  be<er   you’ll  be  able  to  figure  out  how  to   best  posi4on  a  new  idea,  geBng  it   Understand  your   approved  and  adopted.   organiza4on  to  be   You  don’t  want  to  try  to  change  the   able  to  make  change.   environment  and  all  its  associated   poli4cs  and  cultural  norms.  That   might  be  a  Career  Limi4ng  Move   (CLM).  It’s  also  probably  impossible.   Create  change  but   don’t  try  to  change   (As  is  trying  to  change  your  boss,  or   your  boss’  boss.)   your  organiza4on.   What  is  helpful  is  learning  how  your   workplace  4cks.     2  
  • 3. Be  like  Sherlock  Holmes   Using  keen  observa4on  skills,  look  for   clues  about  your  organiza4on:   •   What  is  most  valued?   •   How  are  decisions  made?   •   What  are  the  business  cycles?   •   Who  influences  what  and  whom?   •   What  goals  are  most  revered  –   formally  or  informally  ?   3  
  • 4. Prac1ce  “perspec1ve  taking”   A  valuable  observa4on  approach  is  called     “perspec4ve  taking,”  which  is  simply  the   ability  to  see  things  from  others’   perspec4ves  in  order  to  understand  and   interact  with  them.     The  more  you  understand  the  perspec4ves   of  other  people,  the  be<er  you  can  posi4on   your  ideas  with  them.   What  it’s  like  to  be  him  or  her?   •   What  might  appeal  to  her?     •   What  is  he  likely  to  say  no  to?   •   What  mo4vates  her  to  take  a  risk  on       something  new?     •   What  holds  her  back?   4  
  • 5. What  is  the  big  picture?   What  are  the  organiza4on’s   expressed  goals  or  objec4ves?     What  is  the  organiza4on’s   philosophy,  or  mission?     What  does  the  organiza4on  stand   for  and  why  does  it  exist?     How  does  your  idea  support   these  stated  goals  and  values?   5  
  • 6. What  does  the  organiza1on  value?     What  stories  have  become  legends?   What  happened  that  made  the  story  something   worth  retelling?    Are  there  elements  of  that   experience  that  people  would  love  to  be  able  to  do   again?    Did  it  shine  a  light  on  the  organiza4on’s   strengths?    Is  there  a  way  to  align  your  idea  with   those  aspira4ons?       What  do  people  get  recognized  and  rewarded   for  –  formally  or  informally?   What  does  the  organiza4on  value  the  most?     Risk  or  certainty?   Speed  or  though]ulness?   Challenging  status  quo  or  upholding   standards?   Finding  new  opportuni4es  or  improving  what   exists?   6  
  • 7. How  do  things  work?   •   How  does  informa4on  flow?   •   Which  departments  are  responsible  for  which   ac4vi4es?   •   Are  ini4a4ves  with  different  sized  budgets   assessed  differently?   •   Where  does  the  decision-­‐making  power  rest?     •   What  are  the  business  cycles?     •   When  are  new  project  funding  decisions   made?       •   How  soon  in  the  cycle  do  new  ideas   need  to  be  introduced,  and  in  what  way   •   Are  calendar  fiscal  year  budgets  and   plans  decided  on  in  September?     •   When  do  managers  put  their  first  drac   plans  and  budgets  together?       7  
  • 8. What  are  the  hidden  signals?   •  What  emerging  trend  is  creeping  into   conversa4ons?  (Is  there  a  way  to  link  with  it?)   •  What  terms  and  buzzwords  signal  that   people  are  looking  for  or  considering  new   ideas?     •  What  types  of  new  ideas  have  been  approved   in  the  past  two  years?  Shunned?  Why?   •  Who  in  the  organiza4on  gets  new  ideas  or   projects  green  lighted?  What  helps  her  or   him  get  support?  What  could  you  learn  from   that?   •  When  you  ask  people  to  retell  memorable   stories  about  work,  what  kind  of  words  do   people  use?    How  might  those  words  help   you  understand  what  is  most  important  to   people  –  or    communicate  your  idea?       8  
  • 9. How  do  people  make  decisions?   What  influen4al  people  tend  to   support  what  kinds  of  new   programs?   How  does  your  boss  (or  the  person   you’re  seeking  approval  from)  like  to   make  decisions?   •   Lots  of  data  and  best  prac4ces?   •   Knowing  that  you’ve  socialized  the  idea   with  certain  key  people  and  received   their  support?       •   Seeing  results  from  a  small-­‐scale  pilot?   •   Learning  that  a  compe4tor  is  doing   something  similar?     At  what  4me  of  year  do  most   decisions  get  made?  How  do  you  get   on  the  “decision  agenda”?   9  
  • 10. How  will  people  feel?   Organiza4ons  are  made  up  of   people.    All  change  affects   people.   You  may  have  a  strategy  that   could  double  sales,  cut  costs  by  a   third,  and  win  industry  accolades.   But  it  s4ll  affects  people.     To  be  successful,  figure  out  how   people  feel  and  factor  that  into   how  you  frame  the  idea,  socialize   it,  and  roll  it  out.       The  be<er  people  feel  about  the   idea,  the  more  likely  it  will  work.   10  
  • 11. About  the  author   Lois  Kelly’s  clients  are  the  type  of   execu4ves  –  and  corporate  rebels  -­‐-­‐    intent   on  making  new  things  happen,  which   means  they  some4mes  work  ahead  of   everyone  else  and  need  help    posi4oning   and  communica4ng  their  ideas  to  get   people  to  believe,  support,  invest  and  buy.   That’s  why  companies  like  SAP,    FedEx,   Hewle<  Packard,  and  Communispace  hire   Lois.      She  creates  clarity  from  complexity,   and  inspires  people  to  change.   Lois  is  founder  of  Foghound,  and  co-­‐creator   of  the  Rebels  at  Work  movement.   11