change: personal & professional
TRANSCRIPT
Change: Personal & ProfessionalGrowth, Opportunity, Learning, Development Program
Lauren Pressley | March 15, 2017
Introductions
Introductions
● Name, role● Gut feeling about change● Current changes?
By the end of this session...1. Understand and identify models of change in order to make sense of changes at
work and in organizations.
1. Understand and navigate your role in change in order to feel empowered and have agency in changes you face.
2. Identify strategies and techniques for working with your supervisor in order to help minimize stress and maximize the successful implementation of change.
3. Recognize change happens at different scales in order to identify positive changes you can effect within the organization.
Models of Change
Spectrums
● Evolutionary vs. Revolutionary
Spectrums
● Evolutionary vs. Revolutionary● Farmer vs. Miner
Spectrums
● Evolutionary vs. Revolutionary● Farmer vs. Miner● Top Down vs. Bottom up
Diagnosing the Situation
Diagnosing the Situation
Diagnosing the Situation
Case-StudyActivity
Understanding & Navigating Change
“Change is disturbing when done to us, exhilarating when done by us.”
Rosabeth Moss Kanter
Reflection
● Patterns of change, patterns of response
Reflection
● Patterns of change, patterns of response● Takes time to process/think/reflect
Reflection
● Patterns of change, patterns of response● Takes time to process/think/reflect● Authenticity
Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
Bolman & Deal’s Four Frames, image from http://soniamdavis.blogspot.com/2014/07/organization-theory-and-behavior.html
Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations
From https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations
Pair/ShareActivity
Working with Supervisors
Understanding the Direction
● Mission/vision/strategic plan● Reports● Meetings● Email
Understanding Your Manager
● Their change process○ Top down, or likely to ask for input?○ How open earlier in thinking○ How your manager prioritizes
Choosing Your Strategy
● Shared language● Identify your role● Communication
○ Ask manager what they need to implement change○ Share with your manager what you need to implement change
Think/ShareActivity
Change at Different Scales
Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
Significant Change ● Small
organizational recalibration
● Staff leaving/new hires
● New service
Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
Significant Change ● Small
organizational recalibration
● Staff leaving/new hires
● New service
Smaller Change ● Adapting
existing service● Changes within
individual work● Evolutions
Scale of Change Impacts Approach
● Amount of buy in required● Who needs to be involved ● Timeline to implementation
Scale of Change Impacts Approach
● Amount of buy in required● Who needs to be involved ● Timeline to implementation● What are some changes you’ve implemented?
Think/ShareActivity
Wrap Up