1. Personal Change Overview | February 2006

2. “All changes, even the most longed for, have their melancholy; for what we leave behind is part of ourselves; we must die to one life before we can enter into another.” Anatole France French Writer

3. Leaving the . . . Current State Moving through the . . . Transition State And reaching the . . . Future State Personal change typically occurs in three phases

4. AVERAGE PERFORMANCE Leaving the . . . HIGH Current State Moving through the . . . Transition State And reaching the . . . Future State LOW These three phases can be mapped onto the performance curve END OF CHANGE EVENT ONSET OF CHANGE EVENT TIME

5. AVERAGE PERFORMANCE HIGH LOW These three phases can be mapped onto the performance curve SATISFIED COMPLETION (Relief) HOPEFUL OPTIMISM (Benefit of the Doubt) EMERGING PESSIMISM (Confusion/Worry) RENEWED OPTIMISM (Understanding/Confidence) RENEWED HOPE (Hope/Energy) PUBLIC RESISTENCE (Fear/Anger) CHECKING OUT (Sadness/Resignation) TIME

6. “To exist is to change,to change is to mature,to mature is to go oncreating oneself endlessly.” Henri Bergson French Philosopher

7. The Results Pathway

8. REINFORCERS REINFORCERS RESULTS ACTIONS EXTERNAL What is readily observable by others FEELINGS INTERNAL What is not readily observable by others THINKING The Results Pathway

9. How Human Beings Change RESULTS RESULTS ACTIONS ACTIONS DESIRED STATE CURRENT STATE FEELINGS FEELINGS THINKING THINKING REINFORCERS REINFORCERS

10. The Results Pathway and Performance RESULTS RESULTS AVERAGE PERFORMANCE HIGH ACTIONS ACTIONS FEELINGS FEELINGS THINKING THINKING REINFORCERS REINFORCERS TIME LOW

12. I often look down and tired and get upset

13. My direct reports complain about my negativity

14. I receive excellent check-ups

15. I radiate a healthy glow and show up relaxed

17. I have a poor diet, do not exercise and drink many cups of coffee a day

18. I am snapping at my direct reports

19. I know when to take time off to be with my family

20. I eat well and exercise regularly

21. I request support from my colleagues

23. I feel fed up with the pressure

24. I feel a sense of work/life balance

26. I must do whatever it takes to reach my goals

27. I can regain good health later in life

28. Time with my family is a priority

29. I will do my best to reach my goals – but not at the expense of my health, family or colleagues

31. I refer to the corporate value: “Work/Life balance is key to the success of our associates”

32. My annual goals are mutually agreed upon

35. Team members enjoy working with each other

36. Team meetings often do not accomplish their objectives due to lack of structure in and conversations that drag on

38. No interruptions

39. Reflective listening is employed

40. Statements begin with liaisons

41. Piling on issues during a conversation

42. Frequent interruptions

43. Listening not actively practiced

45. Uncomfortable letting the same individuals always speak

46. Angry that no one will listen

47. Curious about the conversation

48. Honoring what others are saying

50. I will get a chance to share my thoughts

52. Every one thinks their point of view is best and must defend their opinion to succeed

54. Meeting training is offered to everyone

55. Feedback regarding communication behaviors is permitted and given

57. No meeting training

58. No feedback is ever given to anyone regarding their communication behaviors

59. No performance management around collaborationReinforcers

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70. _____________________________________Strategy & Values Organization Structure Processes & Technology Leadership & People HR Systems Reinforcers

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81. _____________________________________Strategy & Values Organization Structure Processes & Technology Leadership & People HR Systems Reinforcers

82. KNOWLEDGE & BELIEFS Level 2 RESULTS REINFORCERS REINFORCERS ACTIONS EXTERNAL FEELINGS INTERNAL CONSCIOUS THINKING SUBCONSCIOUS SENSATION PERCEPTION

83. Data F e e l i n g s Thinking Data Data Data Actions Level 2: The mechanics behind experience Knowledge & Beliefs Perception/Sensation 5 Senses

84. Data F e e l i n g s Data Data Data Actions Level 2: A deeper look at the mechanics Archive Perception/Sensation 5 Senses Interpretation Judgment Decision Thinking

85. The origin of the “archives” Reinforcers Archives: Knowledge & Beliefs Reinforcers Reinforcers

87. Organization structure

88. Work processes and technology

89. Leadership and management

90. Human Resource systems

91. Family and upbringing

92. Friends and social circles

93. Education

94. Religion

95. Media, television, advertising, books, movies

97. High Low Moving through performance curves Results Results Actions Actions Feelings Feelings Thinking Thinking Average Performance Reinforcers Reinforcers Time

98. The key change lever Results External Reinforcers Actions External Feelings Internal Conscious Thinking Subconscious Sensation Perception Archives

99. How do we change our archives?    Recognize the result, action or feeling that is not right Archives Perception/Sensation F e e l i n g s The Senses Data Interpretation Data Data Judgment Data Actions Decision Thinking

100. F e e l i n g s Data Donnée Data Interpretation Interpretation Judgment Judgment Data Decision Decision Data Changing our archives . . .  What other thoughts / thinking could I have relative to these facts /situation ? What is the data? What is the current situation? What thoughts / thinking is causing these feelings? What is my feeling? . . . Current State Future State + + + . . . . .

101. F e e l i n g s Changing our archives   What is my new feeling associated with my new thought / thinking? What is my new thought / thinking? What is my decision? What is my action? What is my result?