Recommended
More Related Content
Similar to Transformative Mindset
Similar to Transformative Mindset (20)
Recently uploaded
Recently uploaded (16)
Transformative Mindset
- 3. Time: 5 minutes Dodo Grew up in a stable, secure environment with no need to worry about predators or outside danger Lost the ability to expand its reach out of comfort and complacency Lost or never developed the ability to adapt quickly to changing opportunities or threats Never saw change coming or anticipated a different possible future and therefore left itself with no time to adapt
- 4. Quote
- 5. Identify proactive response to change Know effective ways to generate new ideas & information Learn to navigate change process Summary 1 3 2 4 Today's Agenda
- 6. Change management is a process that helps an organization adapt to change and evolution
- 7. Why is change important? ØEnhanced productivity & creativity ØReduced stress Øaccelerate efficient workflows Østrengthen security
- 10. The Change Arc
- 11. Video
- 12. Time: 5 minutes Coyotes o Adaptable o Opportunistic problem solver o Aware of its surroundings o Speedy o Territorial when needed o Secretive when it serves them o Committed to family o Versatile when working to succeed
- 13. The future belongs to the coyotes. The dodos have become extinct. Which one are you?
- 14. Know effective ways to generate new ideas & information Identify what will change Present a solid business case to gain buy-in Create a roadmap Gather data for evaluation Communicate Monitor and manage risk Celebrate success Continuously review and improve your process
- 15. Challenge Your Usual Mental Thoughts
- 16. Be Aware at All Times Taking actions based on my beliefs, Adopting beliefs about the world, Building conclusions, Drawing assumptions based on meaning Adding meanings (culturally and personally) Selecting information that you observe, and Observing information and experiences.
- 17. Express Yourself Differently Listen to yourself Acknowledge your emotions Put your plans into action Understand fellow teammates Help teammates to understand you Motivate yourself as well as others Work towards change Practice
- 18. Three perspectives to change, include Rational approach to change, Learning change approach and cognitive change approach. A change model should include, how much change is needed. How it will be implemented within the organization. Style of change process and time schedule, which should include process for change. Change Your Perspective
- 19. Time: 5 minutes Case Study Nokia was the global leader in mobile phones in the late 1990s & early 2000s. Nokia believed they could enter the smartphone market late & succeed. The company's downfall occurred when it overestimated the power of its brand. Meanwhile, its competitors realized that data, rather than traditional voice phone calls, was the future of communication. Steve Jobs introduced the iPhone, the modern-day touch-screen phone, in 2007. The iPhone was revolutionary because it was the first mobile phone without a physical keyboard. Nokia finally decided to compete & release a smartphone in 2008, but it was too late. Their products were inadequate, and people had already begun to choose their side.
Editor's Notes
- Story - The dodo bird has become the iconic symbol for failure to adapt to a changing environment. The term dodo is often identified with a lack of common sense and being perpetually confused. You could say that the dodo became complacent and comfortable. Dodos, however, were not stupid. They never had a chance. They evolved in an environment with no natural predators and no need to adapt. The dodo had no reason to fly, much less grow and change. Extinction is the result when you are born without the ability to understand the concepts of danger, urgency, complacency, and change. Explanation - That’s not the case with humans, and yet there are people and organizations of all shapes, sizes, and types that view their world through the eyes of the dodo bird. Take a look at the factors that led to the dodo’s demise and, most important, look for any similarities to the organization or team you lead today:
- organization is constantly changing now its time to change yourself. What are change management models? When the need for change becomes obvious, your organization must determine the best steps to take to put that change into effect. If you play it by ear and hope for the best, you’re taking a big risk. Many change projects fail. But if you look to examples of successful change management to base your own strategy on, your odds of success increase. That’s where change management models come in. Change management models provide specific guidelines to help organizations through the process of planning and implementing change more successfully. Let’s look at a proven change management process that’s been developed by experts and tested by other businesses. Why change models are important Learning the different change management models teaches organizations about best practices to use in a change project. Whether you pick one model, or use some combination of a few, they can lead to development of a more effective change management methodology. Change projects are frequently big, complicated, and costly. Breitbach points out that “you want to make sure that whatever you’re investing in, whatever that change is, that it sticks.” Using a trustworthy change management model helps you consider all the factors you need to get buy in from employees and stakeholders. And it offers a shortcut for developing a change management workflow you can use for each new change you implement, rather than starting from scratch every time. 8 types of change management models to consider There are eight main change management models organizations turn to for inspiration. 1. Lewin’s change management model Lewin’s change management model is named after its originator, Kurt Lewin, who developed it in the 1950s. It’s divides the change process into three steps: Unfreeze This is the preparation stage. Analyze how things work now, so you accurately understand what needs to change to get the intended results. In this stage, you also make your case to employees and communicate what to expect so everyone impacted is prepared. Change This is the implementation phase. Put the change into practice, and keep communicating and providing support for all employees involved. Refreeze To avoid falling back into the old way of doing things, develop a strategy to check in and make sure the change sticks. Review how the new processes work and measure how well you’ve reached your goals.
- Kubler-Ross proposed that a terminally ill patient would progress through five stages of grief when informed of their illness. She further proposed that this model could be applied to any dramatic life changing situation and, by the 1980s, the Change Curve was a firm fixture in change management circles. The Kubler-Ross Change Curve which is also known as the 5 stages of grief is a model consisting of the various levels or stages of emotions which are experienced by a person who is soon going to approach death or is a survivor of an intimate death. The 5 stages included in this model are denial, anger, bargaining, depression and acceptance. This model was introduced by and is named after Elisabeth Kubler-Ross in a book called ‘Death and Dying’ which came out in the year 1969. The Kubler-Ross Model also holds true when it comes to business, work or employment. Every organization needs to bring about changes in its management and policies. But besides the improvement of systems, there must be a change in the people or employees as well. If even in bringing about several changes in the systems and processes, the employees of your company persist in their old ways, and then the thousands of dollars invested will go to waste. This is why it is important for the employees too to adapt and change accordingly. Only when the workforce of an organization makes personal changes, or transitions can the company move ahead and reap the benefits.
- Denial: The Stage of shock or denial is usually the first stage in the Kubler-Ross Model and is mostly short-lived. This is a phase during which one puts on a temporary defense mechanism and takes time to process certain disturbing news or reality. One may not want to believe what is happening and that it is happening to him/her. It can bring about a dip in productivity and the ability to think and act. After the initial shock subsides, one may experience denial and may remain focused on the past. Some people tend to remain in the state of denial for a long time and may lose touch with reality. At Stage 1 – This is the stage at which the employees or employee may be in a position of shock or denial. He or she may not be able to digest the fact that he/she has to undergo change and adapt to something new. They may need time to adjust to the changes and for a long time, they may deny that they need any. Here, as a manager or employer, the role should be to help employees understand why this is happening and how it can be helpful. This stage demands communication so that employees can have full knowledge and can have their questions answered. Employers must make it a point to avoid overwhelming the employees with a lot of information in one go and give it slowly and gradually. Anger: When the realization finally hits, and one understands the gravity of the situation, he/she may become angry and may look for someone to blame. Anger can be manifested or expressed in many ways. While some take out the anger on themselves, others may direct it towards others around them. While some may be angry at life in general, others may blame the economy. One always tends to remain irritable, frustrated and short tempered during this stage.At stage 2 – When finally the gravity of the situation settles in, and reality becomes clear, employees or workers may begin to feel fear from what lies ahead, and this may also turn into anger and resentment. They have been in a comfort zone for so long and knowing that they need to learn, change and adapt may make them angry. This stage has to be managed very sensibly by managements and organizations because some employees tend to vent their anger a little too harshly. This could create chaos and to avoid it, careful planning must be done in advance. Clear communication and support should still be the focus for organizations at this level as well. Organizations must understand that this is just a natural reaction and with time, it shall pass away and make way for acceptance. Bargaining: When the stage of anger passes away, one may start thinking about ways to postpone the inevitable and try to find out the best thing left in the situation. Those who are not faced by death but by another trauma may try to negotiate in the situation and come to a point of compromise. Bargaining may help to come to a sustainable solution and might bring some relief to those who are moving close to what they wish to avoid altogether. The search for a different outcome or a less traumatic one may remain on during this stage. At stage 3 – When employees finally understand the change and realize how they must adapt to new situations and circumstances, they may try to find the best possible scenario for them to fit in and adapt to. They may try to bargain with the management so that not a lot is compromised. They may try to learn only what they think is important but as an employer or part of management, your role should be to ensure that everyone gets the best of training so that the change incorporated can run successfully. The training stage may take time and for employees, figuring out their best options for a comfortable tenure ahead will be the focus. A company cannot rush employees to learn quickly or adapt to changes fast. It cannot expect 100% productivity during this phase. Depression: Depression is a stage in which the person tends to feel sadness, fear, regret, guilt and other negative emotions. He/she may have completely given up by now and may now reach a dead end from where the road only seems dark. One may display signs or indifference, reclusiveness, pushing others away and zero excitement towards anything in life. This may seem like a lowest point in life with no way ahead. Some common signs of depression include sadness, low energy, feeling demotivated, losing trust in god, etc. At Stage 4 – Learning phase may not always be a very happy and comfortable zone for most employees of a workplace. This phase could result in low energies at the workplace due to low morale and excitement. It is important for the management to understand that this phase is not easy for the workforce as well. Hence, the more exciting the training can be made, the better would it be for the employees to move ahead and give their best. Employees may have realized by now that there is no way out of the situation, and this may prove difficult for some of them to handle. Acceptance: When people realize that fighting the change that is coming into their life is not going to make the grief go away, they resign to the situation and accept it completely. The resigned attitude may not be a happy space but is one in which the person may stop resisting change and move ahead with it. At Stage 5 – This is the stage that managers or workplaces wait for after introducing a new change into an enterprise. People finally begin to embrace the change, accept the situation and start building new hopes and aspirations. They realize and understand the importance of the change and resign towards it. While some may resign because of lack of any other option, others may resign to the reality in a positive way. The managers of the workplace will finally begin to see the benefits of the hard work put in by them so far. The team is showing improvements now, and the overall productivity begins to improve. The road may have been rocky, but it is now time to celebrate, move towards a brighter future and expect more profits around the corner.
- Video
- Adaptable: Coyotes originally inhabited open prairies and deserts in the southwestern part of North America. Today, they are found from Alaska to Central America and flourish in forests, mountains, and urban areas. Unlike most species, coyotes thrive in areas where humans live—often without anyone even knowing that they are there. Opportunistic problem solver: Coyotes learned that survival meant doing different things as well as doing things differently. They prefer meat, but they will eat basically anything: mammals, insects, fish, snakes, fruit, food discarded by humans, and plants. Coyotes were never told to adapt. They just looked for opportunities and did it. Aware of its surroundings: Coyotes can detect food and danger up to a mile away. In other words, it is hard to surprise a coyote. They know you are coming before you know that they are around. Speedy: Coyotes can run at a respectable 40 mph. That is not puma-like speed, but it is fast enough for them to avoid predators and catch their prey. Territorial when needed: Like their cousins the dog, coyotes mark and defend their territory. What is theirs is theirs, and you will have to fight them to take it. Secretive when it serves them: Coyotes have developed the ability to hide in plain sight, and they will even walk on their toes to keep their prey from hearing them. Committed to family: Coyotes strong sense of family increases their opportunities to protect and grow the species. Male coyotes are active participants in caring for newborn pups, which means more of them survive. Versatile when working to succeed: Coyotes usually work alone or in small packs. But they will work in larger teams when it serves their purpose. Coyotes will even team up with badgers—a natural enemy—to track and kill a common prey. There is no illusion of friendship. The coyotes and badgers enter into this partnership of convenience because it conserves energy and increases their mutual effectiveness. The first step in ensuring the long-term viability of your company is understanding what you are and what you want to be. The Road Runner cartoons featured Wile E. Coyote as the bumbling nemesis trying to capture the endlessly out of reach object of its desire. The truth is far different. The coyote is not sexy or mysterious like the wolf. It isn’t as cute as the mice or penguins that inhabit popular change parables. But the coyote is an ideal model for flourishing in the face of change because it is:
- 1. Identify what will change The first step to successful change management is to clearly define the desired outcome of the change. Identify the specific change that’s coming and clarify goals around the outcomes of that change. Defining why a change is necessary and what you’re looking to improve can help you create a solid foundation for a successful implementation. 2. Present a solid business case to gain buy-in Buy-in at the executive level is critical for pushing through any successful change, whether you need support financing the endeavor, are looking for champions of the process, or are working directly with those charged with facilitating change. For any significant change in your organization, take the time to define your stakeholders, build your business case, and get buy-in on your plan around what needs to change and how it will improve your organization. 3. Create a roadmap Once you’ve established buy-in with your stakeholders, articulate your plan for change by creating a roadmap. This is your documented strategy for implementing change and should identify where you’re starting from, the steps you will take to arrive at your destination, and how you’ll know you’ve been successful in facilitating change. As part of your roadmap, identify the scope and objective of the project, the resources and individuals required to execute your plan, and the budget needed for a successful rollout. Then outline a process with clear steps and measurable targets, well-defined incentives, and information on how you plan to measure progress and analyze success. Use a work management platform to build out your roadmap, so you can easily share your plan and enlist others in key steps of your change management plan. Think about what parts of the plan can be delegated or shared with others in your organization to make the transition as smooth as possible. 4. Gather data for evaluation As you begin to implement your change management plan, consider the benefits of gathering and analyzing data to measure and monitor your progress. Some changes will be easier to measure than others, but clear reports on progress can facilitate better communication, the appropriate distribution of incentives, and measures of success. 5. Communicate Open communication is the golden thread that runs through the entire exercise of change management. A good change management plan depends on solid communication that doesn’t just to broadcast your plans for change but seeks to understand the needs to be addressed as your organization undergoes the change. Providing clear and open lines of communication over the entire course of the transition, for people to voice concerns, vent frustrations, share what is working, and make suggestions about what isn’t working so well, can do a lot to smooth the transition. 6. Monitor and manage risk One of the major risks to change management is resistance to change. Often resistance occurs due to a fear of the unknown. People may also resist change because of the risks associated with a new process or product. Resistance is a normal reaction to change, but it can threaten the success of a project if not dealt with directly. Anticipating and preparing for resistance by arming leadership with the training and tools they need to address the concerns of reluctant participants, keep the lines of communication open, and be as transparent as possible, can mitigate this risk and aid in a smooth transition. 7. Celebrate success Take time to recognize and celebrate the successes of teams and individuals involved in driving change at each key milestone. Not only does celebrating milestones encourage and motivate those undertaking the change, it also helps them associate the changes with positive feelings. Acknowledging successes along the way can also help drive adoption of your change management process, as well as of the change itself. 8. Continuously review and improve your process Managing change is an ongoing process. In addition to having a plan in place to address changes within your organization, creating a feedback loop where you can continue to review and improve the steps, you’re taking toward change can help you identify challenges, remove obstacles, and adjust your roadmap as needed. Change doesn’t happen in a vacuum Even when we expect and plan for change, roadblocks and setbacks can arise, making it difficult to move forward with a new endeavor. But having a plan that involves people early on, defines the process and outcomes of implementing change, and allows for flexibility as needed, is a powerful tool to give you the framework you need to help to ensure success for your change initiative. For an easy-to-grasp visual timeline for you and your team, build out your change management plan in Smartsheet. Set milestones, manage dependencies, track progress, and store any files and information related to the change, all in one sheet. You can download a basic project template with Gantt chart and built-in dependencies here.
- Mental models are frameworks consisting of our underlying assumptions from socialization, values, beliefs, education, and experience that helps us organize information. They’re important because they heavily influence how we intake information, and how we react to it. Individuals, leaders, teams, and organizations need to understand the why behind their thinking and behaviors. Mental models influence not only leadership reasoning and behavior but also organizational outcomes. And often, mental models become barriers to change, rather than enablers. Challenge Your Usual Mental Thoughts To break free from stagnation, you must first address what you’re thinking. When you challenge your assumptions, you can start to consider possibilities you wouldn’t have before. If you see yourself as not having enough money to start an online campaign, you don’t get the growth from that area of marketing. To get the money, you could work overtime, sell some things out of the garage you don’t use or dip into savings. You can also state the problem in a different way than you normally would. By rewording the roadblock or problem, you may see it differently. Consider what would happen if you don’t solve the problem or ask yourself why the problem should be solved. Tackling the issue differently in your mind can open up new insights. You may come up with entirely different solutions to obstacles by simply asking different questions.
- Be Aware at All Times You’ve probably seen a crime story at one point where the detective is struggling with a mystery. He finds the missing puzzle piece while relaxing at a coffee shop. The coffee cup that inspires him is the key to the case because he’s reminded of a second coffee cup found at the murder scene. This also applies to innovative ideas. Many of the most brilliant ideas occurred from “happy accidents” during times you aren’t focused on solutions. Innovation is less of a systematic method and is connected to the creative mind so ideas come sporadically and usually from left field. Of course, it’s important to brainstorm as the “happy accident” is a result of putting many things into your conscious. It is said that innovative ideas are always going to have an element of serendipity to them. Pay attention to where possibilities reveal themselves. Real life situations like a mother struggling in the park with her dog and baby stroller. If you’re in the industry, you may realize there should be a solution for this problem. If you sell services online, check out forums within your industry and see what people are crying out for. Help others. The process of helping others will help you to deal with the stress and adapt more quickly to change. Embrace new opportunities. Change often translates to possibility for those who are willing to embrace it. Maintain relationships. Make an effort to stay connected to previous co-workers and continue to expand your network. Accept rather than resist. The most important thing to do to cope with change in the workplace is to acknowledge it. Recognizing and accepting change is one of the first steps toward managing it Overcommunicate. If you can effectively communicate your concerns to co-workers and managers within the organization, your anxiety can be better addressed and alleviated.
- Express Yourself Differently If you’re used to typing ideas into a Word document, you may not be utilizing your mind’s creativity. According to a study from Princeton University, students who wrote with pen to paper having a greater expansion for learning than those who used a notebook to type. Taking this further, if you expressed ideas through drawing, painting or writing a song, you may conjure something great up from your creative mind. You can tap into potential ideas that are currently out of reach by doing something out of your comfort zone. Have yourself an artistic afternoon and you never know what interesting innovations can be conjured up.
- Change Your Perspective Your perspective, if left unchanged, will yield the same type of ideas every time. This doesn’t allow for the growth and change you’re hoping for. One of the ways to gain a different perspective is to talk with someone else. Ask a few people what they would do in your situation. Talk with friends or colleagues that are all in different professions. People that were brought up in a different culture may have totally different views that could be a game changer to your whole industry. Another way to get a different perspective is to put yourself in someone else’s shoes. If you have a mentor within your industry. Consider what they would do in your situation. The closer you follow that person, the more you’ll know about their activity. The concept here is to identify with their traits and use them to seek out solutions. So, if you’re thinking Richard Branson, you might bring in traits like risk taking, big thinking and flashy advertising.
- Nokia's failure started when it decided not to adapt and embrace change. The company failed to recognize that people were no longer interested in purchasing feature phones; instead, they wanted phones that could do more than just make calls and send texts – smartphones. Not switching to android, lack of innovation, Not upgrading the software and overestimating the brand value were some of the reasons that led to the failure of Nokia. In order to maximize business growth, new ideas are essential. By practicing techniques that force the mind to think out of the box, you can acquire the skill of innovative thinking. By daily creating a positive atmosphere through the practices above, you allow space for creativity. Creativity is at the core of innovation. Another foundation of innovation is knowledge. You have to have an expert knowledge in your field. Know what people want, know the limitations and the tone to present your innovative ideas.