PowerPoint Presentation

Grow With ItAmy Chase Martin

1ChangeExamine a few characteristics of change and change managementIdentify changes to our communityExamine a few philosophies of managing changeActivities related to changeReflectionIndividually, consider a change in which YOU have participated, whether it went well or not.Jot down some characteristics of how that change was determined to be needed, communicated, enacted and how the process of making the change affected you.

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Why do you personally resist or embrace change? What have people who have advocated for change done or what have you done to advocate a change? CLICK4 What to expect from changeSense of loss, confusion, anxiety.Mistrust and self-protective focus.Fear of letting go of that which led to success in the past.People hold onto & value the past and what is familiar. High uncertainty, low stability, high emotional stressPerceived high levels of inconsistency.High energy often undirected.Control becomes a major issue as does learned helplessness.Conflict increases especially between groups.5I know that, for most of you, this is a review of things you already know.No matter how positive, promising or proactive the change is, expect a sense of loss.No matter how competent & committed you or your team members are, expect a sense of confusion.No matter how loyal team members are, expect loss & confusion to cause some degree of mistrust and a me focus.No matter how much you believe new behavior is required, expect fear of trying new ways.To what extent have you seen this going on around us?Ask for 1-2 examples (dont need to use names).

Cause of Change Failure

GapResistanceImpactUnderlying these reasons, area number of related factors:Emphasis placed on the wrong thingsHuman aspects of change not addressedPoor communicationMuddy marketingFailure to address the energy and emotions associated with change (John Kotter).

http://www.strategies-for-managing-change.com/resistance-to-change.html

Cause of Change Failure: Gap The distance between the articulated vision and the operational efforts needed to enact it.Resistance The undercurrent and cultural unspoken push back to the change that has not been addressed by an effective change management process.Impact Failure to recognize the breadth and depth of impact a change will have on various stakeholders.Underlying these reasons, area number of related factors:The over-emphasis on process rather than peopleThe lack of process to directly address the human aspects of changeA lack of clarity and lack of communicationThe lack of a language and contextual framework to articulate and manage the necessary processes of changeFailure to address the energy and emotions associated with change (John Kotter).

6What is change? (and why do many fear it)

It isnt the changes that do you in, its the transition. William Bridges

What percentage of all proposed changes fail?Change is constant and inevitable and those who resist it are simply allowing change to happen to them instead of participating in the process. (CLICK)There are change management processes that try to influence how we address change effectively to disrupt the system but protect the organization. (CLICK) We are going to look at two today and consider how they could work for us. (CLICK)7Why do organizations/people need to change?Adapt to environmental changesSET building = no parking = new telework policyRespond to mandatesSB740 = change Gen Eds/# credit hoursTechnology changesOngoing updates/versions/systems/softwareThe Portal Why does HCC need to change?Characterizing ChangeExcitingSCARYdisruptiveinevitableDAMAGINGdisorientingrefreshingparalyzingenergizingempoweringthreatening

Change can be gradual and difficult to discern.or very abrupt.

10Prerequisites for ChangeVision: Develop, articulate and communicate a shared vision of the desired changeNeed: A compelling need has been developed and is sharedMeans: The practical means to achieve vision: planned, developed and implementedRewards: Aligned to encourage appropriate behavior compatible with vision and changeFeedback: Given Frequently

11Cause of Change Failure

GapResistanceImpactUnderlying these reasons, area number of related factors:Emphasis placed on the wrong thingsHuman aspects of change not addressedPoor communicationMuddy marketingFailure to address the energy and emotions associated with change (John Kotter).

http://www.strategies-for-managing-change.com/resistance-to-change.html

Cause of Change Failure: Gap The distance between the articulated vision and the operational efforts needed to enact it.Resistance The undercurrent and cultural unspoken push back to the change that has not been addressed by an effective change management process.Impact Failure to recognize the breadth and depth of impact a change will have on various stakeholders.Underlying these reasons, area number of related factors:The over-emphasis on process rather than peopleThe lack of process to directly address the human aspects of changeA lack of clarity and lack of communicationThe lack of a language and contextual framework to articulate and manage the necessary processes of changeFailure to address the energy and emotions associated with change (John Kotter).

12Roles: The Change PlayersSponsors: Senior management leaders - the driving force of change - must walk the walk. Advocates: Allies of leaders, deploy the vision - communicate - involve - sell - MOTIVATEAgents: Influence sponsors commitment, target resistance, measure readiness, assess existing people/structuresTargets: Everyone in organization - develop, train, reinforce, supportWHICH ONE ARE YOU?Does your role change in different circumstances? Does your process change dependent on your role? Which role is easiest?13So lets try an experiment..

2 groups A and B

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Strategies to Enact a ChangeKnow WHY you are making the changeTiming is EVERYTHING!Anticipate pressure points before announcing changeElevator Speech SimplicityExpect Resistance.When possible, make change incremental but DECISIVE!What the professionals sayREMEMBER:Individual prerequisites for change to occurThinking & understandingEmotional/ MotivationalBehavioralHeadHeartHandsWhy should I change?Whats in it for me?What do I do differently?18What are the psychological aspects of change?Areas for focus in helping people change.There are other questions that characterize these arenas. These are for example.

1. Identify (roughly) the stage person/group is in.2. Determine obstacles/arenas:a. Headb. Heartc. Handsd. All of the above3. Use tools to move through obstacles.May need several simultaneously.4. Recognize and acknowledge steps forward.5. Cycle back to Step 1.

Leading Others through Change191.Define what would be realistic, incremental movement forward, based on where they are currently (Jennifers stepwise ladder approach).2.Well talk about techniques for recognizing the nature of roadblocks. It doesnt have to be an exact science, but useful, for examples3.(Example continued.) When youve presented all relevant evidence/facts and the person shows a depth of understanding, yet he or she still strangely resists--then you may be dealing with an emotional (Heart) roadblock. All the logical, rational discussions & good teaching you can apply, wont help. Have to deal with it using tools appropriate for the emotional arena.4.Recognize progress. Important especially for you to sustain yourself. Important to point it out to others who may be frustrated with a person or groups (lack of) progress. (They may be expecting too much too fast.) Warning: never gloat or say see, I told you so!

What Effective Change Leaders DoEmbrace change when its neededDevelop a vision for changeCommunicate effectivelyShake things up by challenging status quo and encouraging others to do the sameStay Actively Involved by walking the walk and being visible about it.Direct, Review Implementation of change - continued participation - never done attitude. Be in position to notice and coach.20Transition: Is the psychological process people go through to come to terms with new situation.Is required in order for change to work.Occurs between the letting go of the old way and embracing of the new.

How to get them to let go to end what used to be.Identify who is losing what, who will have to let go of what. Old peer groups Old patterns Feeling of competenceChances for promotion, career expectations Loss is subjective and personal it is loss not change people react to.Expect signs of grieving: Bargaining, Anxiety, Sadness, Disorientation, DepressionCommunicate repeatedly, constantlyDeal with the past. Mark the endings. Treat the past with respect.Bridges Theory of Managing TransitionsManaging Transitions Making the Most of Change by William BridgesSo how can we try and take the stigma out of change and make it more fluid and productive? Take a look at Bridges theory have you ever seen this enacted (THINKING)21Kotters Theory of Managing ChangeEstablish sense of urgency by combating complacencyCreate guiding coalitionThe combination of trust and common goal shared by people with the right characteristics can make a powerful team. (p65)Develop vision and strategyCommunicate the change vision early, often and in plain speakMove beyond planning to action: empower employees to pursuit the vision by aligning systems and removing obstaclesGenerate Short-Term WinsConsolidate gains and produce more change not lessAnchor new approaches in culture the new way we do things around hereManaging Change by John KotterKotter offers another lens to examine a way to manage chain. Have you seen this approach enacted (THINK)22What about Resistance?The only way to deal with resistors is to make sure the new way of doing things is more convenient than the old way (Johnson, 2008)

Image - www.actioncoach.com23Recognize the Change Curve

Meet resistors where they are, including yourself and help them through the continuum.24SummaryPeople cant (or dont want to) change when they dont understand.What, why, how, WIIFM. You must acknowledge that all change even positive change can represent a loss to someone including yourself!Change must include daily recognition of both progress and setbacks.Resistance is part of the change process.Acknowledge it and recognize contributors to it.Address change at all levels to be successful.Sustainable change occurs in steps. Sometimes two forward and one backwards..

Addl Credits: Gault Change Management in Higher Education 25A good physician doesnt just give you a drug before finding out whats wrong, right?

26Thank you!!!!