8. Q. For you, what is the most
important driver for successful
change?
Q. For you, what is the most
significant barrier for successful
change?
9. Change Involves People
“Organisational change is made up of changes in
individuals. If you have enough critical mass in
individual changes, organisational change will
come… organisational change can't be fully
affected unless individuals change… otherwise
you may have done it for nothing.” S.V.
10. “Give me six hours to chop down a
tree and I will spend the first four
sharpening the axe.”
Abraham Lincoln
11. Time Up Front
“Communication is the part that takes the most time.
When you invest more before the change, then life
after the change is easier…. involve people earlier to
plan the change, not so that you give all the solutions
and all the structures, but to give people the
possibility to give their input and to possibly have the
influence on the result of change. If it’s a big change
[then] 6 months.” J.T.
12. Connections
Our brains are made up of billions of specialised
information processing cells called neurons.
Neurons use electrical and chemical signals to
communicate and connect with one another.
13. Changing Connections
Changes in our brains take place in the
connections between neurons.
Our brains can strengthen existing
connections or create new ones.
This is known as ‘plasticity.’
14. Energy
Image Source: Alavi, A and Reivich, M. (2002) in Trends for Cognitive Sciences (2010), vol. 14, No. 4 p. 181
15. ‘Change Blindness’
“If a leader focuses too much on the
operational, their heads are down…
they will miss out on the most
important areas.” A.A.
21. Awareness is Where Change Starts
System 2:
Problem
Solve
System 1:
Predictive: If-Then
22. Two-Way Dialogue
“Even though using the same language –
doesn’t always mean the same thing… best
way of communicating is though dialogue –
only way to check that the other side has
understood you.” J.T.
“Data won’t tell you what’s going on…
dialogue helps give you context and helps
build relationships… dialogue is essential.
What percentage of unsuccessful change is
due to poor dialogue? 100%.” D.G.
23. Face-to-Face
“Willingness to engage at an individual level - this is
what people respect. This has to be communicated
visibly by leadership rather than by email or notice
boards… this has got to be face to face communications
to build that trust.” D.S.
24. Listening vs. Telling
“If you listen to people, make it clear you
can't address every single one of their
concerns. At least if you document and write
down their concerns, and if you find that
their vents or concerns are the same around
the organisation, maybe there's a point.” S.D.
25. ‘MBWA’
“Through MBWA, I’ve discovered more - speaking to lots of
people casually, informally over lunch, interviews by sections
to see what they were doing – this enabled me to know all
the truths and problems about group I was in.” B.G.
26. Beyond the Business Case
“Having empathy for individuals you are dealing with - where
are they coming from; are they supportive or not? Are they
scared? Are they on side? Do they understand? Do they agree
but not understand? People who are good at change… it is the
ability to pick up on an individual's emotional stance.” R.S.
27. So What?
Attend Assess Action Potential:
Response
All or None Response
28. Patterns Through Connections
“You see certain things and trust yourself there's something…
practice, trust which has come through later years… no magic
formula other than picking up [signals] in environment
…somehow image emerges, [almost] mystical… but nothing
more than right connections being made… it's intense
moments of things connecting - you literally see it.” H.E.
29. Patterns Through Connections
“What change is all about is making new connections.
This happens through discussion and exploring new areas
which can be from insights by having conversation with
others, rather than internally processing yourself. …
through curiosity, reading, asking how does that apply to
me, engaging with other people looking at their
perspectives… and take it on board.” D.S.
30. Errors Are Good!
System 2:
Problem Solve
‘Tweak’
System 1:
•Errors continue until
accurate
•Update predictions
Responses
31. Load the Dice
“Make the best prediction you can,
observe actual events and if your
prediction was wrong update your
knowledge-base so that future
predictions are more accurate.”
Y. Niv & G. Schoenbaum, Trends in Cognitive Sciences, 2008, Vol. 12, No. 7
33. “Need to stay aware that the next change will come
sometime, so need to stay alive and listen to walls &
people…need to change something sometime - so
awareness is important. Don't fall asleep because processes
going nicely - make sure you stay alive in industry. Listen to
people and be open; no change is forever.” B.G.
36. Are you a successful change leader?
Contact us to participate in our ongoing research:
Email: marie@themangrove.org.uk
Tel: 020 3093 7539 / 07966096218
Web: www.themangrove.org.uk
