leading change ipm 2011v2

8/7/2019 Leading Change IPM 2011v2

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Leading and Managing Change


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For the next hour..

Madness ofchange

Fearofchange Leading change

Different cultures

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Why it's important to embrace change and lead it

Reality: In case you havent noticed the world is changing!

Life is change

Sameness versus Never before

Identity versus Madness

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Change will not only continue, it willincrease

How can we learn to surfthe waves of change, rather than be swept away?

The identity crisis: organizations as teen-agers

The better you know who you are, the more open you are tochange

The more unsure you are, the more threatened youfeel, themore averse to change

The tragedy ofour times: the more change, the moreuncertainty in the global socio-economic and physicalenvironment, the more threatened people feel, the morerejection ofchange

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The QuestionHow many psychologistsdo you need to change a lamp?

Only one. But the lamp needs to really WANT to change

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The Door to Change

The door to change only opens from within.

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Feel Safe

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Who are you?

What do you want?

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Geography

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Connectivity

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Learning Anxiety the fear of change

temporary incompetence

punishment for incompetence

loss of personal identity

loss of group membership12


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Principles oftransformative change

1. Fearof(not) SURVIVING (sense ofurgency) must be greater than the fearofLEARNING

2. Learning anxiety must be reduced, rather than increasing survival anxiety

Fearof(not)

Surviving

Fearof

Learning>S L

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Not Rational

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Vectors

Spiritual

Emotional Rational

Physical

Values, beliefs, culture, right & wrong, ethics, aesthetics

ThinkingFeeling

Acting, doing

The Mind

The Brain

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How do you create

psychological safety?

A compelling positive vision

Formal training

Involvement of the learner

Informal training of relevant family

groups and teams

Practice fields, coaches and feedback

Positive role models

Support groups

Room for discussion, expression,

clarification

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Rules ofthumb for change agentsHerbert A. Shepard

1. Stay alive

2. Start where the system is

3. Dont work uphill

1. Dont build hills as you go

2. Work in the most promising arenas3. Dont use one when two can do it

4. Dont over-organize

5. Dont argue ifyou cant win

4. Innovation requires a good idea, initiativeand a few friends

5. Load experiments for success

6. Light many fires

7. Keep an optimistic bias

8. Capture the moment

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Culture Differences

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From specific information to general,

contextual information

From general, contextual

information to specific information

Communication

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Definitions

PowerDistance Less powerful members of institutions and organisations

accept that power is distributed unequally.

Individualism People are supposed to look after themselves and theirimmediate family only. versus (Collectivism) - People belong to in-groups or

collectivities which are supposed to look after them in exchange for loyalty.

Performance The dominant values are achievement and success

Versus (Caring) - The dominant values are caring for others and quality of life

Uncertainty Avoidance People have created beliefs and institutions to

avoid ambiguous situations

Long-Term Pragmatism Pragmatic future-orientated perspective rather

than a normative, historic or near term point of view.

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Culture implications for change

Egalitarian

Broad guidelines

Rely on team

Decentralized

Questioning

Hierarchical

Detailed instructions

Rely on leader

Centralized

Clarification asked

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How do you convince

people to change?

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We have seen

Madness ofchange

Fearofchange

Leading change Different cultures

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Reactions to change

1. Shock

2. Denial

3. Guilt4. Projection

5. Rationalization

6. Integration7. Acceptance

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leading change ipm 2011v2

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