© 2013 center for creative leadership. all rights reserved. your change motto corey e. criswell...

© 2013 Center for Creative Leadership. All rights reserved.

Your Change Motto

Corey E. Criswell2013 Staff Professional Development

Conference CLIMATE/CHANGE  June 24, 2013

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This is the beginning.-Mau, Massive

Change

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We are playing a new game by old

rules.-Barnett, The Pentagon’s New Map

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The world is flat.-Friedman, The World Is Flat

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Only three things happen naturally in organizations: frustration, confusion and underperformance. Everything else requires leadership.

- Peter Drucker, Management Consultant

Management

Leadership

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Change StyleA preferred reaction to change and situations that involve change

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Change Style FactsStyle reflects aspects of personality or neurological preferences — like right- or left-handedness

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Change Style FactsYour preference does not indicate effectiveness at utilizing that style

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Change Style FactsThere is no right or wrong, “better” or “worse” style

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CHANGE STYLE CONTINUUM

CONSERVER ORIGINATORPRAGMATIST

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CHANGE STYLE CONTINUUM

CONSERVER ORIGINATORPRAGMATIST

Where Do You See Yourself?

Self Awareness

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Why This Is ImportantManage your response to changeRecognize and appreciate the

contributions that each change style offers

Increase productivity through effective responses to change style differences

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1. Think about the structures (reimbursement policies, department rules, tenure policies, hiring guidelines, etc.) you encounter at work. In most situations at work, do you see yourself as someone who:

a. Accepts structure b. Explores structuresc. Challenges structures

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2. When faced with trying to solve a complex problem, you start by:

a. Trying to retain existing systems, policies, guidelines and modelsb. Trying to get more information by operating as a mediator between groups or ideasc. Trying to think of new and novel solutions and enjoying the risk and uncertainty

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3. When you think about situations that involve change (starting a new project, workload change, new supervisor, moving to a new desk, restructuring the department, teaching a brand new course, etc.) you prefer:

a. Gradual continuous changeb. Change that best serves the functionc. Quicker, more expansive and radical change

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4. Think about a recent change you’ve experienced at work. To your coworkers, you probably appear:

a. Cautious and inflexible; you ask the hard, detailed questionsb. Reasonable, practical and flexible; you see both sides of an issuec. Disorganized and undisciplined; you are an original thinker

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5. How many times did you select a, b, and c?

a. If you selected “a” on 3 or 4 of the questions you are a CONSERVERb. If you selected “b” on 3 or 4 of the questions or you selected a mix of a, b, and c you are a PRAGMATISTc. If you selected “c” on 3 or 4 of the questions you are an ORIGINATOR

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CHANGE MOTTOS

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CONSERVER

“Let’s preserve the status quo!”

CONSERVERSTEADY, RELIABLE, CONSISTENT

Follows agreed upon rules

Facilitates coordination &

integration of ideas

Promotes continuous improvement

Encourages traditiona

l values

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ORIGINATOR

“Let’s do something new and different!”

ORIGINATORVIS ION, ENERGY, NOVELTY

Displays enthusiasm

Provides long-range vision

Seeks to lead

start-ups

Prefers more than

one task at a time

Conceptualizes new systems

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PRAGMATIST

“Let’s change with purpose!”

PRAGMATISTFACIL ITATE, COOPERATE, MEDIATE

Builds cooperation (doesn’t expect it)

Adapts experience to solve current

problem

Encourages “walking the talk.”

Asks everyone’s input in the

dialogue

Finds common ground for taking

first steps

CONSERVERS MAY SEE ORIGINATORS AS:

Disruptive

Disrespectful of tradition and history

Wanting change

for the sake of change

Generating turbulence in the work

environmentInsensitive to the feelings of others

CONSERVERS & ORIGINATORS MAY SEE PRAGMATISTS AS:

Easily influenced

Compromising

Advocating all perspectives

Mediating

Indecisive

ORIGINATORS MAY SEE CONSERVERS AS:

RigidResistant

Slow to initiate change

Can’t see the big picture

Too rule following

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Change Styles by Profession

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Facul

ty IT

Manag

ers

Accou

ntants

Secur

ity

Admin

Supp

ort11 14 19 26 35

53

59 61 5759

6239

30 25 24 153 8

OriginatorPragmatistConserver

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Change Process Model

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70% of all change efforts FAIL

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20/60/20

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Q&A