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Leading & Influencing Change the Person Centred Way Debra Pittam

Thursday, 9 June 2016

L53, 1 Farrer Place, SYDNEY NSW 2000

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Speaker’s Bio

Debra Pittam is a Registered Nurse and a Leadership Coach who has spent many years

influencing change in the health context currently as Coach to Health Leaders. She has also

directly influenced change as Nurse Consultant and as both a Program and Project Manager.

She has a broad understanding of large organizational culture, leadership, human behaviour and

the art of influencing without authority.

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Leading and Influencing Change

the Person Centred Way

Leadership

Influence

Vision

Direction & Strategy

Results

Learning and Growth

Engagement

Motivation

Creativity

Person Centredness

How We Influence

Respect

Integrity

Values

Wellbeing

Work With

Seek to Understand

http://memesvault.com/wp-content/uploads/Expectation-Vs-Reality-Quotes-08.jpg

Change! =

Lewin’s Three-Step Change Theory

Lippitt’s Phases of Change Theory

Rogers Phases of Planned Change

Rogers Diffusion of Innovation Theory

Prochaska and DiClemente’s Change Theory

Kegan and Lahey’s Immunity to Change

Alicia Kritsonis 2005

Gary Mitchell, 2012

Kegan and Lahey 2009

Change Theories

https://culcnitisunb.files.wordpress.com/2014/03/kurt-lewin-change-model-powerpoint-slide.jpg

Diffusion of Innovation Model http://cjni.net/journal/?p=1444

Unknown Source

A Story of Change

SCARF Model

David Rock

Immunity to Change

Kegan and Lahey

Social Neuroscience

“Much of the motivation driving social behaviour is governed by an overarching organising principle of minimising threat and maximising reward”.

“Several domains of social experience draw upon the same brain networks to maximise reward and minimise threat as the brain networks used for primary survival needs.”

David Rock, 2008

Survival Instinct: Approach – Avoid Response

Bad stimulus Threat

No reward Bad

feeling

Avoid Response

Good stimulus Minimal threat Maximum reward Good feeling Approach Response

The approach – avoid response can an impact:

Perception

Problem solving

Decision making

Stress management

Collaboration and

Motivation

The SCARF Model

The SCARF model provides “... a framework that captures the common factors that can activate a reward or threat response in social situations”.

SCARF

S Status

C Certainty

A Autonomy

R Relatedness

F Fairness

Status

C

A

R

F

Status

Relative importance to others – feeling better than another.

Pecking order. Seniority.

A potential or real reduction in status can result

in a threat response that has an impact on the same area of the brain that responds to physical pain.

Status

Status threat Being or feeling left out “Can I offer you some feedback?”

Status reward Learning and improving and attention being paid

to this by others Being better at something than you have been in

the past – beating your previous best Having your opinion sought

What can you do to minimise status threat and increase status reward in your role?

Status

Certainty

A

R

F

Certainty

The brain likes patterns and being able to predict what next.

Without prediction the brain needs to use more resources to work out what comes next.

Even a small amount of uncertainty can impact upon a persons attention.

Certainty

Certainty threat Significant change can generate uncertainty

Certainty reward Clear expectations

Plans

Breaking things down into small steps.

What can you do to minimise a certainty threat and increase certainty for people in your role?

Status

Certainty

Autonomy

R

F

Autonomy

Having control over environment and feeling as though there are choices

Opportunity to make decisions

Ability to influence outcomes.

Autonomy

Autonomy threat Being micromanaged. Feeling of having no choice.

Autonomy reward Involvement in visioning, goal setting, decision

making, planning. “this is what we have to do but lets look at how

we want to do it...”

http://gonzaloserrano.io/spotify-engineering-culture-notes/

How can you minimize threat around autonomy and help people feel they have autonomy?

Status

Certainty

Autonomy

Relatedness

F

Relatedness

Feeling of being ‘in’ or ‘out’ of a social group Safe human interactions important – opposite to

this is feeling lonely (threat response) Meeting someone unknown generates an

automatic social threat response Decision re friend or foe happens quickly Relatedness is closely linked to trust Relatedness is linked to engagement.

Relatedness

Relatedness threat When someone is perceived as a foe, capacity to

empathise drops Decision about people being friend or foe – ‘in’ or ‘out’

impacts on brain functioning Relatedness reward

Finding something in common / shared Social connections at work important Sharing personal stories and experiences important Being person Centred

What can you do to minimise a Relatedness threats and promote or foster relatedness?

Status

Certainty

Autonomy

Relatedness

Fairness

Fairness

Unfairness generates a strong threat response in people

Empathy response reduced for people perceived to be unfair

People are sometimes driven to fight and even die to right a perceived injustice

Fairness

Fairness threat Lack of clear ground rules, expectations or objectives People perceived to be treated differently

Fairness reward

Transparency: collaboration, inclusion, participation Clear expectations Teams identifying own values, rules and workloads

https://slaymyboredom.wordpress.com/tag/school-fairness-climb-tree/

What can you do to minimise a fairness threat and create a fair environment from the perspective of your role?

An Introduction to Immunity to Change

Misunderstanding the need for change/when the reason for the change is unclear

Fear of the unknown

Perceived lack of competence to do the job

Being connected to the old way of doing things

Low trust

Changes to routines

Exhaustion/saturation

Change in the status quo

Benefits and rewards of change are unclear

Typical Reasons for Resistance to Change Rick 2011

Change often requires a shift in mindset not just behaviour (Scholl 2011)

Resistance does not always reflect opposition or inertia It can be related to a person’s unconscious desire to maintain things the way they are

Or their competing commitments

This competing commitments can apply to both individuals and groups.

Assumptions are key

(Kegan and Lahey)

The Real Reason People Won’t Change

Something that is true or certain without proof

“…we make assumptions to fulfill our need to know… Miguel Ruiz

“Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won't come in.” Isaac Asimov

Assumptions

What change is required of you that you are resisting or not buying into?

What is it that you doing or not doing that is stopping you?

How are you benefitting from staying where you are?

What are you competing commitments or worries around this?

What big assumption are you making about this?

Kegan and Lahey’s Immunity to Change Approach

What are you going to test?

How can you test it? What information do you need?

Who can help you?

How will the information you collect help you to prove or disprove your assumption?

Is it safe to do the test?

How can you make sure our test doesn’t actually reinforce your assumption?

Testing Assumptions

Immunity to Change & the SCARF Model

Increased self awareness.

An increased awareness of impact of own actions on others in group situations & with individuals

Planning interactions with people with the intention of trying to minimise social threats

Understanding of the kinds of things people might find internally rewarding and that will assist them to engage and think

Understanding of why people can be reluctant to embrace and implement change and how you can help.

What?

So What?

Now What?

Reflection

Kegan, R., & Lahey, L. L. (2001). The real reason people won’t change. Harvard Business Review, November, 2-10.

Keegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock the potential in yourself and your organisation. Boston: Harvard Business Review Press.

Kritsonis, A. (2005) Comparisom of Change Theories. Retrieved from http://qiroadmap.org/?wpfb_dl=12

Mitchell, G. (2012). Selecting the best theory to implement planned change. Retrieved from http://www.researchgate.net/profile/Gary_Mitchell2/publication/236936737_Selecting_the_best_theory_to_implement_planned_change/links/00b4951b19c9bf269f000000.pd

Rick, T. (2011). Top 12 reasons why people resist change. Retrieved from http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/

Rock, D. SCARF: a brain based model for collaborating and influecing others. http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf. Accessed 25th May 2016

Scholl, J. (2011). How to overcome immunity to change. Retrieved from http://experiencelife.com/article/how-to-overcome-immunity- to-change/

References

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Debra.pittam@personcntredleadership.com

Personcentredleadership.com.au

Twitter @debrapittam

FB Debra Pittam Person Centred Leadership

LinkedIn https://au.linkedin.com/in/debrapittam

Phone 0421 775 924

+61 421 775 924

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