This document discusses managing change in today's business environment. It introduces Hsiang-Yi Lin, the CEO and founder of MKMB Consulting, who helps organizations build capacity for continuous growth and innovation. The document emphasizes that cultivating a culture of innovation and adaptive learning is important for long-term success. It discusses developing awareness of changes, considering stakeholders, building leadership skills, and adopting a growth mindset to turn changes into opportunities.

1. Together, we can thrive in change.
Managing Embracing Change in Today’s Business Environment
PART I
MKMB Consulting ™

2. Hsiang-Yi Lin
CEO and Founder of MKMB Consulting ™
Hsiang-Yi is passionate about designing vehicles to accelerate individual and
organizational transformations and build capacity for continuous growth and
innovations. She believes that, in our current environment of continuous change,
cultivating a culture of innovation and adaptive learning is imperative for long-
term business success. She works with organization leaders to catalyze
transformative growth by aligning their strategic vision with their business,
product, and people strategies-- unleashing the synchronistic power of their
organization, as a whole, to leapfrog and build sustainable advantage. In her
practice, she integrates consulting, coaching, team facilitations, and human-
centered systems thinking to help her clients attain transformative and sustainable
behavior change. She has 10+ years of business experience with Fortune 500
companies, start-ups, and non-profits, designing, developing, and marketing
products aimed at uncovering insights and forwarding behavioral change. She has
held leadership positions in product marketing, product development, business
analytics, and marketing in Consumer Technology, CPG, Logistics industries.
Hsiang-Yi is a graduate of Harvard Business School (MBA) and Cornell University
(B.S., M.Eng.). She is trained in conflict resolution and mediation with top
mediator in CA, Ron Kelly. Hsiang-Yi is also a trained professional coach with
Coaches Training Institute, one of the largest coaching training and certification
organization globally.

3. STRATEGY
CULTURE
MINDSET
Changes are constant. We cannot reflect it, nor can we ignore it.
It is an essential part of our business. The starting point is
developing consciousness of what is going on.

4.  [Conscious Business]: Finding win-win-win is the only way. In a landscape of
high uncertainty and limited time & resources, strategic considerations of
collaborative engagement with key stakeholders is crucial to further pace of
learning. Consider value chain collaboration, coo-petition, and partnership
opportunities with employees, customers, and stakeholders to align interests.
 [Conscious Leadership]: Start with building awareness, participation, and
learning from all levels. Developing inner leadership skills to support leaders
lead through change.
 [Conscious Mindset]: From scarcity to opportunity. Building of resilience,
breaking down of intra/inter/and systematic barriers to reinvent, and
recreate.
Conscious Mindset. Conscious Leadership.
Conscious Business.

5. What is change any ways? Why do we react
the way we do?
 Change is defined by making something different – not good, bad, but different.
 You can cause something to change [active], or bring change upon yourself
[receiving] – its your choice.
 Resisting and trying to control change are the sources of all of our misery.
Letting it happen can open up opportunities.
 How ready are you? Consider…
 Readiness to Change
 Barriers to Change
 Expect Relapse
Inquiry: Why is the
change needed? What
‘good’ can come from
change?

6. Why do we get stuck?
 The default response when changes are in the horizon is to question what is
going on. We become skeptical. We shut down to protect. We withdraw to
not get hurt. We account for the impact of change to us individually and
ignore the needs of others around us.
When attributing the responsibility and fault to others, we all will get
stuck. What can we bring to our own hands in time of change?

7. APPROCH: Strive for a homeostasis of flow.
1.
Recognize
Need
2. Become
Aware
3.
Break
Cycle
4.
Experime
nt &
Learn
5.
Flow
Stages of Change: Like any behavioral change, it takes specific considerations of
individual, relational, and environmental/structural factors to realize it.

8. We have to accept that rationality does not hold
true in time of high pressure and uncertainty –
we must consider the human factors.
 Learning how to understand & work with human reactions is the only
way to reduce frictions. Resistance, ignorance, or avoidance are not
options.
 Accepting multiple ‘truths’/ways vs. holding a singular, optimized
black-and-white perspective.
 It takes:
 Curiosity,
 Openness, and
 Understanding
Of both ourselves and to those around us.

9. Despite the operation efficiency and objectivity,
a majority % of decisions are still made primary
with emotions.
 Our emotions impact our judgments: Fearful people made pessimistic
judgments of future events whereas angry people made optimistic
judgments
 When we feel threatened, we default to emotional processing for our
decisions. Most of our decisions bypasses the pre-frontal cortex cognitive
processing.
 Learning how to regulate and manage emotional states in ourselves, in our
relationships, and organization are critically important for rational decision
making.

10. Emotional intelligence and acute awareness are
qualities leaders needed to bring their system back to
homeostasis.
 Emotions are not neutralized by being ignored. Too many people find it too
difficult to face it right on.
 Authentic communication and conflict resolution tools can help explore
these opportunities.

11. 1. Emotional
Cue
2. Cognitive
Response
3. Behavior
Change
Ex. I need to
control this …
Ex. I feel lost
Ex.
Micromanaging
Vicious Emotional Cycles: Action-Reaction to alleviate
ST pain vs. LT root cause.
ST Pain alleviated;
LT root cause not addressed
Reinforcing Cycles

12. 1. Emotional
Cue
2. Cognitive
Response
3. Behavior
Change
Ex. Accept what
can be changed…
Ex. feeling lost
Ex. Do what I can
do about it
Constructive Interference Cycles: Action-Reaction to
productively address LT root cause.
(1) BREAK INHERIT CONNNECTION
and ASSOCIATION
(2) OFFFER PERSPECTIVES and CHOICES
(3) BUILD RESISTANCE and
REGAIN EQUINIMITY
Reinforcing Cycles

13. 1. Emotional
Cue
2. Cognitive
Response
3. Behavior
Change
Ex. I am open to
think differently
and being
challenged
Ex. Acknowledgement makes me
feel safe
Ex. Bring “outside”
thinking to
company’s
awareness
Bring in the Positive Emotive Stimulus: build the
response cycle desired
Reinforcing Cycles
(+) Stimulus
Ex. Acknowledgement

14. Safety and security are the predecessors for
display of emotions and authenticity.
To defunct irrationality (from your
perspective) with arguments is being
irrational in itself.
Accepting what is can help open up
understanding.

15. It is about developing a different way of
learning in your organization …
Concrete
Experience
Reflective
Observation
Abstract
Conceptuali
zation/Gene
ralizing
Active
Experiment
ation/Applic
ation
Experiential Learning Model

16. Let’s get your questions up…
MKMB Consulting ™