Change for Change Agents


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A look at one of the keys to change.

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Change for Change Agents

  1. 1. “Change for Change Agents” Genesee Valley Chapter ASTD June 12, 2009 Karen B K Barrow, MSOD Baybridge Consulting, Inc. 585-218-4024
  2. 2. Your Presenter is: • Karen Barrow, MSOD, RODC • President of Baybridge Consulting, Inc. • Organization Development practitioner • Specializes in facilitating organization, team, and individual change processes • Researcher, educator, author, and evangelist of OD - its theories and practice, and continuous learner ti l Copyright © 2009 Baybridge Consulting, Inc.
  3. 3. Overview Purpose: To share with you the dilemmas in dealing effectively with the complexities of human behavior in organizations as a change agent Objectives: •Provide a point of reference with one model of change •Use that model to address real issues in your organization from a change agents perspective Outcomes: An appreciation for the joy and difficulty found being a change agent g g g
  4. 4. 15 Key Competencies of a Change A Ch Agent 1. Sensitivity to changes in key personnel, top management perceptions and market conditions, and to the way in which these conditions impact the goals of the project 2. Setting of clearly defined, realistic goals 3. 3 Flexibility in responding to changes without the control of the project manager, perhaps requiring major shifts in project goals and management style 4. Team-building abilities, to bring together key stakeholders and g , g g y establish effective working groups, and to define and delegate respective responsibilities clearly 5. Networking skills in establishing and maintaining appropriate contacts within and outside the organization i hi d id h i i 6. Tolerance of ambiguity, to be able to function comfortably, patiently and effectively in an uncertain environment Copyright © 2009 Baybridge Consulting, Inc.
  5. 5. Competencies Continued p 7. Communication skills to transmit effectively to colleagues and subordinates the need for changes in the project goals and in individual tasks and responsibilities 8. Interpersonal skills, across the range, including selection, listening, collecting appropriate information, identifying the concerns of others, and managing meetings 9. Personal enthusiasm in expressing plans and ideas 10. 10 Stimulating motivation and commitment in others involved. 11. Selling plans and ideas to others by creating a desirable and challenging vision of th f t d h ll i i i f the future Copyright © 2009 Baybridge Consulting, Inc.
  6. 6. ….and still more competencies p 12. Negotiating with key players for resources, for changes in procedures and to resolve conflict procedures, 13. Political awareness in identifying potential coalitions, and in balancing conflicting goals and perceptions 14. Influencing skills, to gain commitment to project p plans and ideas form p potential skeptics and p resisters 15. Helicopter perspectives, to stand back from the Immediate project and take a broader view of priorities Copyright © 2009 Baybridge Consulting, Inc.
  7. 7. What does this mean? Copyright © 2009 Baybridge Consulting, Inc.
  8. 8. However… Copyright © 2009 Baybridge Consulting, Inc.
  9. 9. Nature Nat re of Change* • Nature of Perceptions • Nature of Motivation • Nature of Changeg • Nature of Resilience *Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail by Daryl R. Conner Copyright © 2009 Baybridge Consulting, Inc.
  10. 10. Nature of Perceptions Perceived Reality i d li Matches Expectations Control is Achieved Need Anticipate Expectations For Established Control Future Future Perceived Reality Does Not Match Expectations Control is Lost Copyright © 2009 Baybridge Consulting, Inc.
  11. 11. Perceptions p • Change uses up assimilation capacity • Assimilation consumes capacity whether; positive/negative, self induced/thrust upon us, accept/reject change • How assimilation capacity is used up affects us • Assimilation problems happen when many changes overlap • Resilient people have more available capacity and use l less with each change ih h h Copyright © 2009 Baybridge Consulting, Inc.
  12. 12. Nature of Motivation • When expectations are significantly disrupted, resistance is the result • Resistance to change reduces motivation • Expect the natural patterns of resistance • N Negative response to change reduces motivation i h d i i • Kubler-Ross eight stage model: stability, immobilization, denial, anger, bargaining, depression, g g g p testing, and acceptance • Positive response to change also reduces motivation • Conner five stage model: uninformed optimism, optimism informed pessimism, hopeful realism, informed optimism, and completion Copyright © 2009 Baybridge Consulting, Inc.
  13. 13. Nature of Commitment • Three phases in commitment process: preparation, acceptance, and finally commitment • Preparation: contact and awareness • Acceptance: understanding and positive perception • Commitment: installation, adoption, institutionalization, institutionalization and internalization Copyright © 2009 Baybridge Consulting, Inc.
  14. 14. Payments Commitment Resistance Payments y Payments • Price of Resistance Paid early Paid later • Initial Investment High g Low • Maintenance Cost Low High • Implementation Slow Fast • Assimilation Fast Slow • Target Investment Bodies & Bodies but not souls Souls • Target Motivation g Project j Compliance Success • Commitment Level Internalized Institutionalized (?) Copyright © 2009 Baybridge Consulting, Inc.
  15. 15. Resilient People • Display a sense of security and self-assurance p y y based on view of life as complex but filled with opportunity • Have a clear vision for achievements, • Demonstrate pliability to uncertainty, • Develop structured approaches to managing ambiguity • Engage change rather than defend against it Copyright © 2009 Baybridge Consulting, Inc.
  16. 16. Non resilient Non-resilient People • View change as threatening and feel victimized • Find it difficult to reorient when there is disruption of expectations • Think life should progress in a logical and orderly fashion • Undeveloped tolerance for ambiguity • Feel insecure about self • Insecure about ability to manage change Copyright © 2009 Baybridge Consulting, Inc.
  17. 17. Continued • Feel a need to defend against the mysterious, g y , random emotional reactions they and others have when facing disruption • Interpret unexpected change as the result of personal vendettas or conspiracies • Shift the focus of attention to someone else and blame bl • Feel overwhelmed and incapable in an unpredictable, confusing, and contradictory p , g, y world. Copyright © 2009 Baybridge Consulting, Inc.
  18. 18. Educate Perceptions of Change 1. Realize that control is what we all seek in our lives and the ambiguity caused by the disruption of expectations is what we all fear and avoid. 2. Are able to exercise some degree of direct or indirect g control over what happens during the implementation of change. 3. Can assimilate change at a speed commensurate with g p the pace of the events taking place around you. 4. Understand the micro implications of organizational or macro change. 5. Face a total assimilation demand from the micro, organizational, and macro transitions in your life that is within your absorption limits. Copyright © 2009 Baybridge Consulting, Inc.
  19. 19. Educate Motivation toward Change 1. Understand the basic mechanisms of resistance. 2. View resistance as a natural and i i bl reaction to i i l d inevitable i the disruption of expectations. 3. Interpret resistance as a deficiency of either ability or willingness. illi 4. Encourage and participate in overt expressions of resistance. 5. Understand that resistance to positive change is just as common as resistance to negatively perceived change and that both reactions follow their own respective sequence of events which can be anticipated and events, managed. Copyright © 2009 Baybridge Consulting, Inc.
  20. 20. Educate Commitment to Ch C i Change 1. Realize the sequence of steps involved in committing q p g to something new. 2. Are provided with the time and appropriate involvement to become emotionally as well as y intellectually committed to a change. 3. Are sponsored by people who invest the time, resources, and effort to assure specific p p plans are developed that will increase the likelihood people will commit to change. 4. Understand that commitment to a major change is always expensive, and that you either pay f achieving l i d h ih for hi i it or pay for not having it. Copyright © 2009 Baybridge Consulting, Inc.
  21. 21. So that Shift Happens… • Resilience is the competitive advantage of change Copyright © 2009 Baybridge Consulting, Inc.