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D.I.C.E. Don't Roll Snake Eyes When You Implement Strategic Change
- 1. Implementing Strategic Change Common Good Vermont Nonprofit Road Show Upper Valley Region June 4, 2010 Marty Jacobs, President, Systems In Sync
- 2. All things change, nothing is extinguished. There is nothing in the whole world which is permanent. Everything flows onward; all things are brought into being with a changing nature; the ages themselves glide by in constant movement. --Ovid
- 3. It it not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. --Charles Darwin
- 4. Change is the law of life. And those who look only to the past or present are certain to miss the future. --John F. Kennedy
- 5. Any change or reform you make is going to have consequences you don’t like. --Mo Udall
- 7. The Roller Coaster of Change Denial Commitment Resistance Exploration
- 15. Preparing For Change Readiness assessment Sense of urgency Assembling a team Creating a vision Empowering staff Consolidate and grow change effort Institutionalize and sustain
- 16. The DICE Framework Duration Integrity Commitment Effort
- 17. DICE Framework Activity Read through the worksheet and complete as many questions as you can in 10 minutes Discuss each project as a group (15 min.) Report back to the larger group (10 min.)
- 18. Become a student of change. It is the only thing that will remain constant. --Anthony J. D’Angelo Author and educator
Editor's Notes
- • Welcome them and introducemyself• Mention that change is something that is always present• Next set of slides are some quotes to give you an idea of how long people have been thinking about changeSlides 1-6: 15 minutes
- • Mention that Ovid was around during the Roman EmpireSlides 1-6: 15 minutes
- • Darwin lived during the 1800sSlides 1-6: 15 minutes
- Slides 1-6: 15 minutes
- • Mo Udall died in 1998• Ask them why change efforts fail and record on newsprint and post on wallSlides 1-6: 15 minutes
- • Sometimes implementing change can feel like this. Connect to some of the things they listed.• Let’s take a look at what happens to people when change is implemented.Slides 1-6: 15 minutes
- •Often first reaction to a change effort is to ignore it or to pretend it isn’t happening.•Then people start resisting the change and conflict emerges.•These two phases indicate a balancing loop – trying to maintain the status quo; important for change leaders to provide lots of support and encouragement here.•At the bottom of the curve is the decision to stick with it or bail.•As you move up the curve, people are beginning to learn and grow and begin to see the benefits.•Finally get to a place where the change has been integrated and sustained.•For fun, let’s take a photo tour of what this roller coaster can be like.Slides 7-15: 20 minutes
- • At the beginning you may feel like thisSlides 7-15: 20 minutes
- • You might feel like you’ve bitten off too much to chew.Slides 7-15: 20 minutes
- • Or you might feel like you’re going to get eaten alive.Slides 7-15: 20 minutes
- • But as you continue to prepare for the task• You get ready to take some risksSlides 7-15: 20 minutes
- • And dive in head firstSlides 7-15: 20 minutes
- • Maybe it feels like you’re going off the deep end, but ultimately, if you stick with it…Slides 7-15: 20 minutes
- • You end up celebrating success!Slides 7-15: 20 minutes
- Assessing leader, organizational, and employee capacity to implement and support the changePeople need to see the value of the change: pain of staying the same is greater than the pain of the changeImportant to create a team that represents a cross section of all who will be affected by the changeThis should involve all affected by the change – a shared visionAddress resistance, provide support and training, let staff take the helmPlan for short term successes and celebrate; consolidate changes into org. system; build on successesChanges need to become habit in order to sustain; draw out conscious competence learning modelSlides 7-15: 20 minutes
- •Duration: time until the change program is completed if is has a short life span or the amount of time between reviews of milestones•Integrity: the project team’s ability to complete the initiative on time – depends on members’ skills and traits relative to the project’s requirements•Commitment: level of commitment to change that top management and employees affected by the change display•Effort: Work over and above the usual work that the change initiative demands of employeesSlides 16-18: 30 minutes
- •Ask how many people have projects they are currently working on or ones they are thinking about planning; divide into groups of 4-5 accordingly•Review instructions above – adjust time accordingly•Go back to the list of reasons why change efforts fail and ask if they feel they’ve been able to address themSlides 16-18: 30 minutes
- • Anthony D’Angelo is still alive• Ask for questions•Thank them for their timeSlides 16-18: 30 minutes