Leadership from Within Change

Presented by Nancy WallisApril 10, 2012

Presencing tonight…

Low

High

AG

REE

MEN

T

High LowCERTAINTY

PUZZLES

COMPLICATED PUZZLES

PROBLEMS

WICKEDPROBLEM

S

Low

High

AG

REE

MEN

T

High LowCERTAINTY

MAINTAINING

CONTINUOUSLY IMPROVING

INNOVATING

TRANSFORMING

(eliminating errors +

problems)

(anything better)

(any stepped change)

(start again, try anything

new)

(Patton, 2011)

Complexity Diagram

Shifting our awareness

• “Problems cannot be solved by the same level of thinking that created them.”

• "The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift.”

-- Albert Einstein

“In the middle of difficulty lies opportunity.”

3 Movements of the U

Downloading

Observe,observe,observe

Retreat and reflect:Allow the inner knowing

to emerge

Act in an instant

Open Mind

• Increase urgency• Build the guiding team• Get the vision right• Communicate for buy-in• Empower action• Create short-term wins• Don’t let up• Make change stick

Kotter’s 8 Steps for Change

Incorporating the eight steps into change management planning will facilitate stakeholder movement up the commitment curve

Time

Com

mitm

ent

Low

AwarenessHave heard of

the project and are aware of the basic scope

UnderstandingHave

understanding of the impacts and benefits

AcceptanceAre receptive to

implementing changes

EngagementAre actively

involved in and contribute to project activities

OwnershipAcknowledge that

the project belongs to them and create ways to use and improve it

Effo

rt

High

Low

Create a climate for change

Engage and enable the organization

Implement and sustain the change

High

Status Quo Vision

Throughout implementation, stakeholders will fall within different stages of the commitment curve. Building a tactical plan to move stakeholders along the stages of the commitment curve will increase adoption rates and timing.

4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14

Key Messages defined

Impact Analyses

Needs Assessment

Engage the right leaders, resistors, mavens and early adopters per the project plan (see Kotter model)

CM - Communications Work Stream

CM - Training Work Stream

CM - Engagement Work Stream

Leader Agility Training

EE Agility Training

Targeted Leader Training

Communications Toolkit

Message to Targets through vehicles at the right time - REPEAT

Benchmark Engagement

Benchmark Culture

Transformation TimelineERPXYZ

Confronting Resistance to Change

Theory U

suspending

redirecting

letting go

Seeingwith fresh eyes

Sensing from the field

Prototyping the new by

linking head, heart, hand

Crystallizing vision and intention

embodying

enacting

letting come

Presencing connecting to Source: places and practices of stillness and

presence

Downloadingpast patterns

Who is my Self? What is my Work?

Performing by operating from the whole

VoF Open Will

VoC Open Heart

VoJ Open Mind

Access your:

Leading from the Highest Future Possibility

“What a great Renaissance we’re having!”

U Process: 1 Process, 5 Stages

1. Co-initiating: uncover common intent

stop and listen to others and to what life calls

you to do2. Co-sensing:

observe, observe, observe go to the places of most potential and

listen with your mind and heart wide open

5. Co-evolving: embody the new in ecosystems hold the space that connects people

across boundaries and facilitate acting from the emerging whole

4. Co-creating:prototype the new

in living examples to explore the future by doing

3. Co-Presencing: connect to the source of inspiration and will

go to the place of silence and connect to the future that wants to emerge through you

Table conversations

Our Intention

Adapted fromRainer MariaRilke