Nature Of Change

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Nature Of Change

  1. 1. The Nature of Change Presented by: Marty Murphy, CPCU Senior Partner, Exceleration Partners Principal, MEMurphy Consulting MEMurphy consulting coaching - training - consulting
  2. 2. Learning Objectives• Understand the nature of change.• Recognize what holds us back from change• Review the being states that set the groundwork for change.• Identify ways to move ahead with change.• As a leader, find ways to get your team to execute change.
  3. 3. Change Concepts• “Dealing With Change” approaches. – Denial, Anger, Bargaining, Depression, Acceptance (5-Stages) — Kubler-Ross – Endings, Neutral, New Beginnings (Transitions)—Bridges – Anticipated Transition, Unanticipated Transition, Non-Event Transitions (Adaptive Transitions) — Schlossberg – Pre-contemplation, Contemplation, Preparation, Action, Maintenance (Transtheoretical Model)—Prochaska and DiClimente• Today’s concept: – Mastering Change--T. Falcon Napier, Tension Management Institute
  4. 4. Are humans by nature resistant to change?
  5. 5. Is our belief about a resistance to change…. --Unknown
  6. 6. We Always Seek Change . Get a new haircut. Get a job .Change careers. DATE. Workout.
  7. 7. Change Is The Central Activity of the Human Experience --Charles Darwin, 1859 --Steven Hawkins, 1989 --The Borg, Stardate 42761.3
  8. 8. The Change Process1. Evaluate the situation: – Safe? Secure? Happy? Healthy?2. Implement a change.3. Assess the results.
  9. 9. Change Is Actually• The central activity of the human experience.• The heart of every relationship.
  10. 10. Humans are influential by nature.
  11. 11. Everyone Wants You to Change• Your parents • The Surgeon General• Your teachers • Charities• Advertisers • Your co-workers• Politicians • Your Children• Every person you’ve • Your Neighbors ever dated • The Government• Your manager • The clergy• Your spouse • Your siblings• Your friends • Your pets
  12. 12. You Want Everybody to Change• Your parents • The Surgeon General• Your teachers • Charities• Advertisers • Your co-workers• Politicians • Your Children• Every person you’ve • Your Neighbors ever dated • The Government• Your manager • The clergy• Your spouse • Your siblings• Your friends • Your pets
  13. 13. You Want to Change• Your goals • Your friends• Your career • Your routines• Your weight • Your habits• Your financial situation • Your health• Your relationships • Your personal growth• Your lifestyle • Your appearance• Your diet • Your future• Your surroundings • Your confidence• Your car • Your happiness
  14. 14. HOW IS IT WORKING? YOU
  15. 15. HOW IS IT WORKING? YOU
  16. 16. HOW IS IT WORKING? YOU
  17. 17. Some Basic Truths• Humans have a herd instinct.• Everyone is a change agent.• Your clients have one thing in common: They all want something to change.
  18. 18. CHANGE• The central activity of the human experience.• The heart of every relationship.• The purpose of every job.
  19. 19. What does someone want as the result of making a change?
  20. 20. CONTROL• The ability to regulate, direct, or influence the outcome of a process or event.• People change in order to gain or maintain control.• People will not change if they are already in control.
  21. 21. CONTROL• People are not resistant to CHANGE, they are resistant to losing CONTROL.• In order for people to change, they must feel OUT OF CONTROL.• In what ways are the people you want to influence OUT OF CONTROL?
  22. 22. What REALLY PromptsHumans to Change?
  23. 23. TensionHighPRODUCTIVITYLow Low TENSION High ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  24. 24. Tension High TRESHOLD OF ACTIVATION PRODUCTIVITY Low Low TENSION HighThe level .of tension at which someone will take immediate, definitive action. ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  25. 25. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ???
  26. 26. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES
  27. 27. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES
  28. 28. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES
  29. 29. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES
  30. 30. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES
  31. 31. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES
  32. 32. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES
  33. 33. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES
  34. 34. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES YES YES NO
  35. 35. Will You Act?The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES YES YES NO
  36. 36. Pay Attention toYour is based on your natural or learned ability to monitor and manage .
  37. 37. Why Tension?• Tension affects Emotional State.• Tension affects Reasoning and Decision- Making Abilities.• Tension affects Resource Assessment.• Tension affects Productivity.
  38. 38. What Creates Tension?• Perceived Ability – Resources, Experiences, Skills, Knowledge – Clueless to Expert• Perceived Challenge – Difficulty, Emotional Involvement – Effortless to Impossible• Perceived Importance
  39. 39. The Tension “Grid” • Rate “mission critical” activities on individuals perceived ABILITY and CHALLENGE (1-12). • “Grids” out to create a picture of where an individual’s tension level lies at that particular point in time. • You can determine what steps need to be put in place to make change happen!©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  40. 40. 5 Levels Of Stress (Being States)Stress: …Tension is HIGH. You are feeling verychallenged by this activity. In fact, I would guess youmight be feeling out of control.Power Stress: …Tension is moderately high. Youmay be feeling a strong sense of urgency and feelingready for action. You can really take charge here!Power: …Tension is moderate. You may be feelingin control. You know what you need to do and youare really exploring your options. You seem to havea good balance of resources and emotional energy inthese areas.Power Apathy: …Tension is moderately low. In fact,you are feeling very comfortable here – with no realconcern or worry about your ability to accomplish thisactivity. But are you feeling complacent? Maybe youare ready to delegate or create new energy?Apathy: … are feeling little or no real tension. Whatmastery! Expert ability! Low challenge! I bet you cando this in your sleep? But are you on autopilot?Zzzzz… Is it time for a new challenge! Rememberapathy is the side effect of total mastery! ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  41. 41. Stress Change ManeuversOH05100 OH05200 ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  42. 42. Stress Change Maneuvers ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  43. 43. Practical Applications• Identify what you are trying to change— personally and on your teams.• Do a quick grid to plot your perceived Ability and Challenge to determine your level of tension.• Utilize some of the maneuvers to move tension on mission critical activities to the point of action and change.
  44. 44. In Conclusion• CHANGE is a natural element of human existence.• We don’t resist CHANGE, we resist losing CONTROL.• Understanding and manipulating TENSION are key to effective change.
  45. 45. Thank you for your participation! Marty Murphy, CPCU marty@excelerationpartners.com 404-817-3685 If you enjoyed this webinar, please be sure to check theCPCU Society Web site for past and future webinars! MEMurphy consulting coaching - training - consulting

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