1. The Nature of Change
Presented by:
Marty Murphy, CPCU
Senior Partner, Exceleration Partners
Principal, MEMurphy Consulting
MEMurphy
consulting
coaching - training - consulting

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. 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. Are humans by nature
resistant to change?

5. Is our belief about a resistance to
change….
--Unknown

6. We Always Seek Change
.
Get a new haircut.
Get a job .
Change careers. DATE.
Workout.

7. Change Is The Central Activity of
the Human Experience
--Charles Darwin, 1859
--Steven Hawkins, 1989
--The Borg, Stardate 42761.3

8. The Change Process
1. Evaluate the situation:
– Safe? Secure? Happy? Healthy?
2. Implement a change.
3. Assess the results.

9. Change Is Actually
• The central activity of the human
experience.
• The heart of every relationship.

10. Humans are
influential
by nature.

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. 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. 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. HOW IS IT WORKING?
YOU

15. HOW IS IT WORKING?
YOU

16. HOW IS IT WORKING?
YOU

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. CHANGE
• The central activity of the human
experience.
• The heart of every relationship.
• The purpose of every job.

19. What does someone want as the
result of making a change?

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. 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. What REALLY Prompts
Humans to Change?

24. Tension
High
PRODUCTIVITY
Low
Low TENSION High
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

25. Tension
High
TRESHOLD OF
ACTIVATION
PRODUCTIVITY
Low
Low TENSION High
The level .of tension at which someone will take immediate, definitive action.
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

26. Will You Act?
The critical ingredients which determine what changes will
be made and when those changes will take place.
Logical Feasible Tension ???

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

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

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

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

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

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

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

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

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. 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

37. Pay Attention to
Your is based on your natural or learned
ability to monitor and manage .

38. Why Tension?
• Tension affects Emotional State.
• Tension affects Reasoning and
Decision- Making Abilities.
• Tension affects Resource Assessment.
• Tension affects Productivity.

39. What Creates Tension?
• Perceived Ability
– Resources, Experiences, Skills, Knowledge
– Clueless to Expert
• Perceived Challenge
– Difficulty, Emotional Involvement
– Effortless to Impossible
• Perceived Importance

40. 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

41. 5 Levels Of Stress (Being States)
Stress: …Tension is HIGH. You are feeling very
challenged by this activity. In fact, I would guess you
might be feeling out of control.
Power Stress: …Tension is moderately high. You
may be feeling a strong sense of urgency and feeling
ready for action. You can really take charge here!
Power: …Tension is moderate. You may be feeling
in control. You know what you need to do and you
are really exploring your options. You seem to have
a good balance of resources and emotional energy in
these areas.
Power Apathy: …Tension is moderately low. In fact,
you are feeling very comfortable here – with no real
concern or worry about your ability to accomplish this
activity. But are you feeling complacent? Maybe you
are ready to delegate or create new energy?
Apathy: … are feeling little or no real tension. What
mastery! Expert ability! Low challenge! I bet you can
do this in your sleep? But are you on autopilot?
Zzzzz… Is it time for a new challenge! Remember
apathy is the side effect of total mastery!
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

42. Stress Change Maneuvers
OH05100 OH05200
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

43. Stress Change Maneuvers
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

45. 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.

46. 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.

47. Thank you for your participation!
Marty Murphy, CPCU
marty@excelerationpartners.com
404-817-3685
If you enjoyed this webinar, please be sure to check the
CPCU Society Web site for past and future webinars!
MEMurphy
consulting
coaching - training - consulting