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Rocking the boat without falling out
The document discusses strategies for creating change in organizations while navigating the challenges of conformity and authority. It emphasizes the concept of 'creative tension' as a driving force for innovation and highlights the risks employees face when speaking up. The content provides insights on identifying supporters, framing ideas effectively, and the importance of addressing interpersonal and structural conflicts in the change process.
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Rocking the boat without falling out
- 1. Rocking the Boat without Falling Out Crea5ng Change in Organiza5ons Lois Kelly | Rebels at Work American Express NGen Webinar July 29, 2014
- 2. 2 Can you create change without rocking the boat?
- 3. 3 The gap between vision and current reality is a source of energy. If there were no gap, there would be no need for any ac5on to move towards the vision. We call this gap crea5ve tension. Peter Senge The Fi'h Discipline Solu5ons and innova5on come from crea5ve tension
- 4. 4 But we’re socialized to be obedient to authority. Group think, “likeability,” not rocking the boat is rewarded.
- 5. 5 Most run from disagreement and crea5ve tension... …and cling to reasons not to change
- 6. 6 Source: MP Bumsted Biocultural Science & Management
- 7. Poll What are your organiza5on’s most common reasons not to change? q The board/execs will never agree to it q Not enough resources/too expensive q We’ve tried that before q It’s too risky q Are any other organiza5ons like us doing it? q Other: _____________________________________ 7
- 8. 8 “The lack of ac5on was a result of broad bureaucra5c problems and the failure of individual employees in several departments to address a safety problem….” GM CEO Mary Barra
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- 10. “Nearly half of execu5ve teams fail to receive nega5ve news that is material to performance in a 5mely manner because employees are afraid….” The Corporate Execu5ve Board “Open Door Policy, Closed-‐Lip Reality”
- 11. 82% of employees have experienced some kind of penalty for speaking the truth. Source: “Speaking Truth to Power” study Dana Theus, ReclaimingLeadership.com
- 12. Causes: Execs’ fear: nega5ve feedback. Unstated beliefs. • Employees are self-‐ interested, untrustworthy • Top management knows best • Consensus = organiza5onal health Source: “Sounds of Silence,” NYU Stern School of Management
- 13. 13 And some5mes love blinds us.
- 14. Bad Rebels Good Rebels Complain Create Break rules Change rules Me-‐focused Mission-‐focused Problems Possibili5es Alienate Ahract Energy-‐sapping Energy-‐genera5ng Asser5ons Ques5ons Pessimist Op5mist Point fingers Pinpoint causes Worry that… Wonder if… Obsessed Reluctant Source: Rebels At Work
- 15. 15 7 Foghound ebookRebels at Work: Motivated to Make A Difference for more thoughts on activating change click here Greatest value rebels provide Call out problems others afraid to Challenge ineffective sacred cow practices Willing to be the first to try new approaches See new ways to solve problems Bring outside ideas into the organization Have ideas to improve products/services Detect emerging issues early Have a good pulse on what customers want 93% 88% 86% 79% 73% 42%
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- 17. 17 What are the risks of NOT speaking up? If not you, who?
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- 19. 19 Rebel 101: Preparing for the unknowable
- 20. 20 Understand the organiza5onal landscape • What is most valued? • How are decisions made? • What are the business cycles? • Who influences what and whom? • What’s gemng talked about?
- 21. 21 Engage supporters and collaborators Earn credibility and trust Find trusted advisors Think about sequencing
- 22. 22 Make friends with BBB’s Bureaucra5c Black Belts (BBB’s) People who have mastered the organiza5on’s rules and culture and know how to navigate the in’s and out’s to get things done and minimize risk – OR preserve the status quo and stop change. Manage your outbox. Who are 3 BBB’s you should have lunch with?
- 23. 23 That’s interes5ng. Tell me more. Key in on what’s at stake. Show how the idea relates to what people want. Paint a picture of what could be. Make the status quo unappealing. Show the idea can work. People support ideas they think can work. Be posi5ve and pithy. Keep it short! Frame your ideas, communicate value vs. “how” What do people in your organiza5on really want? Is it stated or unstated?
- 24. 24 There can be no change without conflict.
- 25. 25 Interpersonal Conflict Structural Conflict Conflict of Values
- 26. 26 The Rebel Arc Knowing when to quit – or retreat for a while
- 27. Keep going? • Rate importance. • Just ask. • Is the energy waning? • Is it performance objec5ve worthy? • How much are your colleagues willing to help? • Are you becoming not yourself? 27
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- 29. Poll What might most help you more effec5vely create change? q Using conflict more produc5vely q Beher communica5ng ideas q Building rela5onships with BBB’s q Knowing how to maneuver inside organiza5on q Overcoming my own fears q Becoming more known as credible, trustworthy q Finding more supporters q Other: _____________________________________ 29
- 30. 30 Resources, stories, newslecer, book release: www.RebelsAtWork.com Views and news: @RebelsAtWork, Facebook: Rebels at Work page Lois Kelly: lois@rebelsatwork.com Sign up for our newslecer!