leading resistance-free changedharmaconsulting.com/leadingrfc.pdf · 2010. 2. 17. · published by...

© 2010 Dharma Consulting. All rights reserved.

L E A D I N G

R E S I S TA N C E - F R E E C H A N G E : M o r e r e s u l t s . L e s s s t r u g g l e . 1

Leading Resistance-Free ChangeMore results. Less struggle.

by Eric Kleinwww.dharmaconsulting.com


L E A D I N G R E S I S TA N C E - F R E E C H A N G E : M o r e r e s u l t s . L e s s s t r u g g l e .

© 2009 by Eric Klein. All rights reserved. Published by Dharma Consulting.No part of this publication may be reproduced or distributed in any formor by any means, or stored in ad database or retrieval system without theprior written permission of Eric Klein.The author and publisher have used their best efforts in preparing thisreport and the document contained herein. However, the author andpublisher make no warranties of any kind, express or implied, with regardto the informational content, documentation, or files contained in thisbook or in any accompanying media files such as CDs or DVDs, andspecifically disclaim, without limitation, any implied warranties ofmerchantability and fitness for a particular purpose, with respect toprogram listings in the book, the techniques described in the book,and/or the use of files. In no event shall the author or publisher beresponsible or liable for loss of profit, or any commercial damages,including, but not limited to, special incidental, consequential, or anyother damages in connection with or arising out of furnishing,performance, or use of this book, program files, instruction, audio orvideo connected with this information.

Further, the author and publisher have used their best efforts to proofand confirm the content of the files, but the reader should proof andconfirm information such as dates, measurements, and any other content.The author and publisher make no warranties of any kind, express orimplied, with regard to that content or its accuracy.

This report is available at special quantity discounts to use as premiumsand sales promotions, or for use in corporate training programs. This ispart of the entire Resistance-Free Change series which includes audioprograms, on-line training, etc.

For more information, please write to:Dharma Consulting1455 Hymettus AveEncinitas, CA 92024USAEmail: [email protected]: 760-436-5535


L E A D I N G R E S I S TA N C E - F R E E C H A N G E : M o r e r e s u l t s . L e s s s t r u g g l e . 3

Dedication

I dedicate this book to all the clients that I have worked with overthe past 25 years.Your struggles, questions, and commitment tolearning are what fueled the development of Resistance-FreeChange.

I particularly want to acknowledge:

Matt Ferrero for being a champion of transformational leadershipin the public sector.

Carolyn Craft for believing in and collaborating with me incodifying the work of Resistance-Free Change.

Laura Georgantos for being a catalyst and guide who helped mework creatively with my own resistance.

Years of studying the writings of Ken Wilber has been central to theResistance-Free Change system. Ken’s work is essential readingfor anyone who aspires to lead change, develop as a leader, ornavigate the complexity of our increasingly interconnected world.


L E A D I N G


Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1. The dismal statistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2. What is resistance? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

3. Grrrrrrr!!!!! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

4. How leaders react . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

5. The structure of Resistance-Free Change (RFC) . . . . . . . . . . . . . . . . . . . . 29

6. What makes a compelling goal? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

7. What is a complete view of the current situation? . . . . . . . . . . . . . . . . . 37

8. Individual and system change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

9. Taking a complete view . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

10. The Lower Right window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

11. The Lower Left window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

12. The Upper Right window. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

13. The Upper Left window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

14. Don’t leave anything out . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

15. What gets ignored? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

16. The obvious action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

17. It’s simple when you know how . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

L E A D I N G





Introduction



A Harvard Business Review study tells us that 70% of change efforts fail.

Other studies confirm this statistic.But, how is this possible?

Why are so many smart, motivated, energetic people falling so short oftheir intended goals?

It doesn’t make sense.

The common explanation is that people resist change, thatchange is hard.

I don’t agree. This small book will show you why this commonexplanation is at the root of the 70% failure rate.

At first some of the ideas I’m suggesting may make youuncomfortable. Soon you’ll see that what I’m saying is somethingthat you already know but have forgotten.

Here’s what you’ll learn:

• why 70% of change efforts fail – and how yours cansucceed

• the secret to eliminating resistance (it’s not what youthink)

• the 3 elements of Resistance-Free Change – and how toput them together

• how to take your goals from ho-hum to compelling

• the 4-quadrants of change and what they reveal

• the one factor that most change strategies overlook – andhow not to miss it

• how to focus action planning to accelerate change.



There’s nothing new in this book. It’s like a wonderful new recipethat incorporates all familiar ingredients.

But, by organizing familiar principles in this new way, you’ll beable to lead change in a way that is resistance-free.

Here’s a simple approach that will build on what you already do well –and show you how to include any elements that have been missing.

It’s not a “throw out everything you know”approach. It’s an“include everything you know”– while making some smalladjustments. It’s these small tweaks to your change strategy thatgive the big results.

Once you understand the structure of resistance-free changeyou’ll be able to apply these principles to any size change – fromcoaching an individual to implementing an organization-widetransformation.

The Resistance-Free Change structure takes the struggle out of thechange process.

It makes change more successful, but enjoyable and moremeaningful.

I want to thank you for making this investment in Resistance-Free Change (RFC).You are joining thousands of others who haveprofited immensely from this material as they have learned howto lead in a way that is resistance-free.

I’ve purposely made this book short – by eliminating the fluff.

Every chapter is focused on just what you need to know in orderto take action and make your changes resistance-free.

There are short exercises at the end of most chapters – do them.



Here’s the 3-step process I recommend to get the most from thisbook:

1) Read the whole thing through once – without doing theexercises.

2) Then read it again – and stop to do the exercises. They’ll bea snap.

3) Then read it a third time – and look at what you wrotedown.

You’ll get lots of new insights this way. Happy reading.

With warm regards,

Eric Klein



The dismal statisticsHow often do change efforts fail?

1



Leading change isn’t easy.

If it were, 70% of organizational changes wouldn’t fail. And they do.

It’s not through lack of trying. And it’s not because of under-funding. Millions of dollars and countless hours are invested inchange efforts.

We’ve all been part of these change initiatives – that start with abang and end with a whimper. It’s frustrating and demoralizing.People become cynical and discouraged – and less likely toengage whole-heartedly in the next change.

Just thinking about all the changes that are underway in yourorganization can be overwhelming. Surely “initiative fatigue”isone of the reasons for the dismal failure rate. But, even when theburden of change initiatives is manageable, even when there isexecutive support, even when there are task teams and lots ofhoopla – still the vast majority of change efforts fail.

So, what makes change so tough?

There’s not one reason – as leading successful change is anythingbut simple. But, there is a popular explanation. People resist change.

You’ve heard it before. Maybe you’ve even said it yourself. Take afew seconds and consider what you believe about people resistingchange.

“This failure tosustain significantchange recurs againand again despitesubstantial resourcescommitted to thechange effort (manyare bankrolled by topmanagement).”

– Peter Senge

The Dance of Change



People resist change.

1 2 3 4 5

I don’t believe this I’m not sure I believe this

What you believe about change affects your ability to leadchange. And, this notion that people resist change is such acommon belief that many leaders take it as fact.Yet, it’s not true.

It’s comforting to assume that people resist change.

Then, when people don’t embrace the change you’re leading,there’s a ready-made explanation: an explanation that anchors allof the challenges leaders face in human nature. The upside of thisexplanation is that it lets everyone off the hook. Resistance isinevitable, according to this belief. And there’s precious littleleaders can do about it.

The downside of this belief is that. . . well. . . you’re left rightwhere you started. Not very useful. Are you ready for a newapproach? It starts with a simple idea:

It’s not inevitable or even natural for people to resist change.

People change all the time. Human beings are wired to change.We’ve been changing for millions of years.

In fact, the impulse to change, evolve, adapt, and the motivationto improve are wired into our brains and bodies.

We are more naturally oriented to adapt than resist.



Yet, despite this natural inclination, most organizational changeefforts continue to fall flat. The key to overcoming the dismal 70%failure rate is to revolutionize your understanding of resistance.

Because most leaders simply don’t understand resistance.

It is not thestrongest of thespecies thatsurvives, nor themost intelligent,but the one mostresponsive tochange.

– Charles Darwin


L E A D I N G R E S I S TA N C E - F R E E C H A N G E : M o r e r e s u l t s . L e s s s t r u g g l e . 1 0

What is resistance?People push. They pull. They gripe. Why? 2



People are wired to adapt, to change. That’s what has made ourspecies so successful. And, this process of adaptation can proceedquickly or slowly.

When the conditions for change are right – people adapt in aheartbeat. Then, the change process is resistance-free.You’rehappy. They’re happy. The results are positive.

But, when the conditions aren’t quite right – people struggle to adapt.

Their struggle slows things down. The schedule slips. The costsincrease. Customers complain. It’s not pretty.

But, that doesn’t mean they’re resistant.

Labeling people’s struggle to adapt as resistance blinds you towhat you can actually do to create the conditions that promoteresistance-free change. When you see what’s happening asresistance, you want to make it go away. But, if at the same timeyou believe that resistance is inherent in human nature – you’veplaced yourself in a double-bind that causes you to act in waysthat actually exacerbate the struggle – and continue to frustrateyou. Trying to make resistance go away doesn’t create theconditions that promote rapid adaptation (which is a hallmark ofresistance-free change.)

I put a dollar in one of thosechange machines.Nothing changed.

– George Carlin



So, what are the conditions that promote resistance-freechange?

Well, that’s what this whole book is about. But you can take thefirst step towards leading resistance-free change by making asmall mental shift.

Here’s the shift:

When people appear to be resisting change – what they areactually doing is struggling to adapt to the change.

Don’t rush past this idea. It’s critical to your ability to leadresistance-free change. Even if it doesn’t make sense right awayor if you find it hard to accept, just give yourself some time toexplore it.

When people appear to be resisting change, they’re strugglingwith reorganizing their sense of:

• who they are

• what they do

• how they need to work with others

• and more.

They’re trying to adapt to what the change requires of them – andit’s more than meets the eye (or that shows up in the typicalproject plan).



People need help adapting to all that change requires.

They seldom get it in the way most change efforts areconstructed. And so they struggle. It’s not fun for them, you, orthe organization.

Because, when people are struggling, they’re not at their best.

They act in ways that seem . . . well . . . resistant. And it’sfrustrating.

But when you mistake the signsof struggle for “resistance,”you’re not able to skillfullyaddress the conditions thatperpetuate the struggle.And unless you canaddress thoseconditions, the strugglingwill perpetuate.



EXERCISE

Try this mental shift on for size:

Step 1. Think about someone or some group that you haveconsidered resistant. Picture them. And say to yourself, “Boy, arethey resistant!”

Now, notice:

• how you feel.

• what you think

• and how they appear to you

If you’re similar to others who have done this process, it doesn’ttake long before you’re feeling irritated, anxious, hopeless, orsome combination of these difficult emotions. And thoughts maybe running through your mind such as,“What is wrong withthem? Why can’t they just get with the program?”

Okay, enough self-inflicted suffering. Let’s try something differentby making a small mental shift.

Step 2. Make this mental shift.

Picture the same person or group. But, now realize (make thismental shift) that while they appear to be resisting change, whatthey’re actually doing is struggling to adapt to the change.

• Look at them with this mind shift. See them as struggling to adapt.

• What’s it like to adopt this perspective?

• How does it change your experience?



How have your emotions changed? What about your thoughts?Most people report that instead of being angry they’re interestedin figuring out how to help the other person move efficientlythrough the struggle.

This is just a small mental shift. But, subtle shifts in thought andperspective can open up whole new realms of action.

• What objections do you still have to making this mentalshift?

Note them here:

(You can come back to these objections later. For now, they’ll besafe, right here on this page.Your objections are important. Ibelieve many will be answered as you go through the book. But,you should check back here to make sure.)



Grrrrrrr!!!!!People express their struggle directly or indirectly.

3



Struggle isn’t quiet. It ripples out and has undermining effects onthe change you care about.

How people express their struggle will vary depending onindividual personalities and organizational culture. Some peopleare loud. Others stew quietly. Some cultures encourage drama.Others keep a lid on it.

There are organizations where shouting is the norm. Others aretight lipped. Regardless of personal style or organizational culture – people still struggle with adapting to changes. And theywill either express their struggle directly or indirectly.

When people express their struggling directly it shows up as:

Argument

People argue and debate the change with you. They say, in somany words, “You’re wrong.”

This way of struggling takes the form of challenging therationale, direction, and purpose of the change. It’s anendless argument that seems to be about the content of thechange – but it isn’t. It’s a symptom of their struggle to adapt.You know you’re in such an argument when you startthinking,“Haven’t we gone over this point a thousand timesalready?”



Refusal

People simply don’t do what’s needed. Whether theyverbalize their refusal or not, their actions say, “I won’t.”

This form of struggle is very direct. People simply refuse to dotheir part/ They don’t change their behavior. They don’tengage their team in the change.

Power struggle (“You can’t make me.”)

This form of struggle shifts the attention from the change tothe issue of whether or not you have the power to enforceyour will. Sometimes through words, but mostly throughactions, people say, “You can’t make me.”

They challenge your authority. And instead of focusing onchange all the energy goes to the power struggle.

When people express their struggling indirectly it shows up as:

Saying “Yes,” meaning “No.”

Like all indirect forms of struggle, this one is hard to readimmediately. Because, people can appear supportive. Theycan nod their heads. They may even make encouragingcomments and agree to action items. But, regardless of allthese encouraging noises, they don’t follow through.

They are struggling. And the struggle shows up as the



mismatch between what they say (yes) and what they do(no). One aspect of this kind of struggling is that people haveexcuses and apologies to offer – but not results. Theymaintain an agreeable façade – but don’t deliver on theirpromises. Because, when they say “yes,”they actually mean“no.”

Delaying (“Let’s take that offline.”)

This indirect strategy seems to be based on logical concernsand business implications. When people who are strugglingsuggest taking the issue offline, they are really hoping thatthe change will get bogged down in endless meetings andstudies. And that the interminable process of debate and dategathering will cause your initiative to die a slow death.

Undercover politics

Rather than deal with you directly, people foment oppositionthrough behind-the-scenes meetings and starting rumors.They go behind your back to form coalitions focused onundermining your initiative. It’s not like the direct attack ofan overt power struggle. It’s the covert war that poisons thechange by infecting the culture with negativity.

But, no matter how ugly or challenging it may appear, everyexpression of struggle is actually precise feedback.

Their struggle alerts you to the specific conditions that need yourattention in order to accelerate the change process. This is a keyprinciple. So, we’ll just pause for a second to recap what we’vecovered so far:



Leading resistance-free change starts with a small mind shift:

When people appear to be resisting change – what they are actuallydoing is struggling to adapt.

And continues with a second mind shift, which is this:

When people are struggling – they’re giving you feedback.

They may not be doing it in a way that’s easy to understand(they’re caught up in their struggle, remember). And theirfeedback is likely to come wrapped up in emotionality and drama.But, it’s feedback, nonetheless. And it’s precise feedback, at that.

If you don’t see peoples’ struggle to adapt in this light – there’s atendency for you get triggered and react negatively to all theemotionality and drama that goes with their struggling. And thenyou’re in the drama with them. And, when you’re in the drama,getting any kind of forward motion takes up ridiculous amountsof energy, time, and money.

If you want totruly understandsomething, try tochange it.

– Kurt Lewin



EXERCISE

Which expressions of struggle have you encountered?

Argument (“You’re wrong.”)

Very rarely Often Almost all the time

Refusal (“I won’t.”)


Power struggle (You can’t make me.”)


Saying “Yes,” meaning “No.”


Delaying (“Let’s take that offline.”)


Undercover politics


How have you reacted?



How leaders reactWhen it feels like they’re against you and the change you’re leading.

4



Whether people express their struggle directly or indirectly it canfeel like a challenge. After all, they’re arguing with you. They’restonewalling you. They’re breaking their commitments to you.

But, remember it’s not really about you. It’s their struggle. And,when people are struggling, they’re not at their best. Theircommunication skills degrade. Emotionality and drama warp theirthoughts, speech, and actions.

It’s easy to take what they do personally (even when you knowthis isn’t helpful).

It can feel like they’re against you and the change you’re leading.It’s frustrating, maddening, discouraging. And if you get caught upin all the emotionality, drama, and power struggles, there’s anatural tendency to react.

There are 3 ways that leaders react to people’s struggle.

Each of these ways of reacting perpetuates the struggle. Eachcontributes to the 70% failure rate. Because each of thesereactions is an expression of your struggle to lead change.You’releading – but they’re resisting.You haven’t yet made the full shiftto resistance-free change.

Each of these patterns of reaction has:

• some good news

• some bad news

• some organizational consequences.

We cannot changeanything unless weaccept it.Condemnationdoes not liberate,it oppresses.

– Carl Jung



1) You can react by fighting back. If you take this reactiveapproach, you’ll try to use the power of your position and yourpersonal power to beat back those that challenge you.You face theopposition directly.You take on the power struggle and aim todominate whoever gets in the way.

Good news about fighting: this approach brings the struggleinto the open. The drama is on display for all to see.You’refighting fire with fire. There’s not a lot of ambiguity aboutwhere you or others stand.

Bad news about fighting: there’s no real dialogue, justargumentation. Any movement forward is based ondomination – not engagement. People who are defeated arerarely strong allies.

Organizational consequences of fighting: Honest differenceswon’t be expressed in the future. Lots of energy is wasted inbattles that produce minimal progress. People may appear togo along but there’s little real buy-in. Even legitimateconcerns go underground and people end up resenting youand the change.

2) You can react by avoiding the struggle. With this style ofreacting, you detach yourself from the opposing forces and act likethey’re not there.You simply proceed. Rather than engage withconflicting points of view, or oppositional energy, you just act as ifit’s not there.You keep talking about the change, the strategy, andthe plan as if it were moving forward.



Good news about avoiding: You stay focused on your goaland don’t add fuel to any emotional fires that are burning.

Bad news about avoiding: You never address the underlyingissues that people are struggling with. People are left on theirown to sort things out. Without your engagement, peoplesimple give up or actively begin to undermine your effortsand erode what little support you have.

Organizational consequences of avoiding: By staying sofocused on your goals while not addressing others’ concerns,you can seem out of touch with what people are experi-encing. Even out of touch with “reality”(at least their reality).By ignoring the struggle people are going through, youisolate yourself. People see you as not living in “the realworld.” By avoiding the messiness of their struggle, you cutyourself off from the very resources (the people) you need tobe successful.

3) You can react by appeasing people. In this reactive style, youchange what you’re doing to placate people, to quiet them down,and relieve their struggle.

Good news about appeasing: You’re listening and payingattention to people.You’re attending to their concerns, fears,doubts, and disagreements.You’re concerned about their buy-in.



Bad news about appeasing: You’re too responsive to theiranxiety. By focusing on soothing their struggle you may notbe helping them adapt to change.You’re in danger of losingtrack of your goals and the original purpose of the change.

Organizational consequences of appeasing: People lose faithin your leadership when their emotional struggle causes youto abandon your goals. When your commitment to your goalsis so tentative and easily derailed – people become distrustfuland worried about your capacity to lead them forward intimes of turmoil or uncertainty.

Reacting to people’s struggle never deals with the roots of the issue.

Reacting doesn’t get to the conditions that are causing people to struggle. To create the conditions that promote Resistance-FreeChange, you need to understand the structure of change andadaptation.

Change happensby listening andthen starting adialogue with thepeople who aredoing somethingyou don’t believeis right.

– Jane Goodall



EXERCISE

My reaction style.

Most of us have a signature style when it comes to reacting. Itmay be a blend of the three primary reactions.

This reactive style has some benefits (some good news). But, italso has downsides (bad news and organizational consequences).

My reaction style is:

___ Fight it – try to overcome what seems to be opposing you.

___ Avoid it – detach myself from the opposing forces and act likethey’re not there.

___ Appease it – change what I’m doing to placate people andrelieve their struggle.

Here’s how I do it:

Good news about my reaction:



Bad news about my reaction:

Organizational consequence of my reaction:



The structure ofResistance- Free Change (RFC)It’s simple and scalable.

5



Let’s examine the structure of Resistance-Free Change (RFC).

Because when you understand the structure you will be able toapply it to any change you want to make happen.

The power of the RFC structure is in its simplicity.

It works with small changes. And big changes.

It applies to changing individual behavior and shifting the focus ofan entire team or organization.

RFC has three components:

• compelling goal

• complete view of the current situation

• concrete actions that promote goal achievement

The need forchange bulldozed aroad down thecenter of my mind.

– Maya Angelou



Not only are there three components to RFC, but it’s important toconsider each of these components in sequence. It’s the sequencethat unleashes the power of the structure.

First, people need a compelling goal.

Then they can take a complete look at their current situation.

It’s the contrast and tension that exists between the compellinggoal and the complete view of the current situation – thatnaturally reveals precisely where to focus your leadershipattention in order to accelerate change.

There’s a tendency to ignore this important sequence. There’s thisurge to move into action. To get the change underway. To be“proactive”. But without a structure and a sequence – you getmore struggle.

The sequence works. Follow it. The sequence starts with clearlydefining a compelling goal.



What makes acompelling goal?Gather ’round the campfire and I’ll tell you a tale…

6



Goal-setting is commonplace. And most goals are . . . well, prettycommon. They describe the result you want to achieve. They makebusiness sense. But, they don’t grab attention, engage people’shearts, and move them to act. And, that’s what they need to do.

So, what makes a goal compelling? A compelling goal tells a story.The story includes data but also drama. Dry numerical goals -however relevant they may be to the business, need to be part of amore compelling story. Goals need to appeal to people’s heads,hearts, and guts – in order to fire up the engine of humanadaptation. Remember, humans are wired to change, grow, andimprove. But, we need a compelling goal to ignite the spark.

There are three elements that convert a goal into a compellingstory:

1) A compelling goal story describes a desirable future.

A compelling goal paints a picture of the future that’s appealing.It’s a call to what could be. It provides a vivid sense of the benefitsand advantages that achieving the goal will bring.

2) A compelling goal story highlights the risks and costs of notmoving forward.

This creates drama. Because not changing has consequences. Bytelling the story of what will happen “if we don’t,”leaders givepeople a clear sense of the dangers that will arise if they don’tadapt and move forward.

Part ofunderstanding thecreative urge isunderstanding thatit’s primal.Wanting to changethe world is not anoble calling, it’s aprimal calling.

– Hugh Macleod



3) A compelling goal story is consistent with purpose and values.

A compelling goal makes logical business sense, but a compellinggoal story doesn’t stop there. It also engages people’s hearts andstirs their aspirations. A compelling goal story resonates with thedeeper purpose and values of the organization. In participating insuch a story, people sense that they will be contributing tosomething meaningful – and that their efforts will make adifference.

When Steve Jobs was courting John Scully, senior VP at Pepsi, tojoin Apple he asked a question that included all three elements ofa compelling goal story. He asked,“Do you want to spend the restof your life selling sugared water or do you want a chance tochange the world?”

Scully says that this question told him that his “entire life was at acritical crossroads.”

Change does put people at acrossroads. They canfollow the old path ortake the new road. Theyneed a compellingstory to carry themforward. What’s thestory you’re tellingabout the changeyou’re leading?



EXERCISE

How compelling is your goal story?

My goal story:

The story I’m telling about the change:

Provide a vivid sense of the benefits and advantages1 2 3 4 5

Not at all Somewhat A great deal

Highlight the risks and cost of not moving forward1 2 3 4 5


Make logical business sense1 2 3 4 5


Resonate with the deeper purpose and values of the organization1 2 3 4 5


Allow people to experience their contribution as meaningful1 2 3 4 5




What will make your goal story more compelling?

What makes it compelling to you?

What are the risks of not moving ahead?

What is the deeper purpose or what are the core values that thischange fulfills?

Along with a compelling goal – people need a complete view ofthe situation as it stands. They need to understand their currentreality.



What is a completeview of the currentsituation?

7



Unfortunately, a compelling goal is not enough to generatesustainable energy or effective action. It’s not enough to getpeople to adapt. Along with a compelling goal, people need acomplete view of the situation as it stands. They need tounderstand their current reality.

Most leaders are pretty good at articulating a compelling goal.From there, they want to move immediately into action. Andthat’s why the adaptation process breaks down. That’s whenpeople start struggling.

Because, action is the third step in the RFC sequence. And movinginto action too soon – creates struggle.

The second step in the RFC structure is to get a complete view ofthe current situation.

When you make this your second step, action plans and next stepsbecome obvious. Adaptation accelerates.

The key word to this second step is complete. As in a complete view.

Here’s why complete is so important.

When you study unsuccessful change efforts up close, a commonpattern emerges: they take an incomplete approach. It is thisincomplete approach that keeps sucking most of us into the 70%failure cycle.



In most change efforts, the more objective, tangible, and relativelyeasy-to-address aspects of the change are identified and tackled.The subjective, risky, and ultimately most powerful aspects ofchange are overlooked or ignored.

What are the objective and subjective aspects of change?

Let’s take a look at both the objective and subjective aspects ofchange. Because, they’re both critical to your success.

The objective aspects of organizational change include:

• financial measures

• performance metrics

• systems

• processes

All these elements are objective. They’re the “hard stuff”– factual,and objective. They fit nicely on a spreadsheet. They are all veryimportant and mustn’t be overlooked.

It’s just that the tendency is to over-focus on these objectiveelements and to give the subjective aspects of change short shrift.

The subjective aspects of change are factors like:

• purpose

• values

• power

• morale

No greatimprovements inthe lot of mankindare possible until agreat change takesplace in thefundamental consti-tution of theirmodes of thought.

– John Stuart Mill



All these elements are subjective. They’re “soft stuff”– emotionaland subjective.They don’t fit on a spreadsheet. They can’t be easilycaptured on a PowerPoint presentation.

And yet, these subjective elements make or break change efforts.

When we ignore them, they come back to bite us – as peoplestruggle, lose focus, and disengage from the change process.

This soft stuff has a real, hard, and objective impact on organiza-tional results.

Soft stuff is real and often has more to do with your success orfailure than the project plan.

Because when people are passionate and committed to a result,they make it happen. When people are aligned around a commonpurpose, they move mountains.

The hard stuff and the soft stuff are both important.

Don’t ignore either.



The RFC structure focuses on both objective and subjectiveaspects in order to accelerate adaptation and achieve results.

Subjective Objective

NOTE: Chapters 7–14 of Resistance-Free Change are based on thework of Ken Wilber. To learn more about Ken’s groundbreaking workin integral studies go to: www.integralinstitute.org



EXERCISE

Where are you focusing?

How much attention goes to the objective?

How much to the subjective?

Be honest.

Finish the pie chart below to reflect the balance of attention you’recurrently giving to each of these dimensions.

What does it suggest?




Individual and system changeIt’s about processes and people.

8



The complete view includes objective and subjective dimensions.

And the complete view focuses on both individuals and organizational systems.


INDIVIDUAL

ORGANIZATION



Change impacts both systems and individuals. Coordinatingsystem and individual change is key to the RFC approach.

• How valuable is a new process that no one adopts?

• How valuable is a new tool that no one uses?

• How valuable is a system if no one is using it correctly?

Change is only successful when each individual successfullyadapts to the system change.

Here’s an everyday example of how system change and individualchange must be coordinated.

When our town wanted to ease the traffic congestion on one ofthe main roads near my house, they installed a European-styleroundabout.

This structural change in the road, it was assumed, would slowpeople down and allow traffic to flow more smoothly. A greatsystem change idea!

But, to make it work, individual drivers needed to adapt theirdriving style to the new structure. This didn’t happen overnight.In fact, there were 12 car accidents in the roundabout in the firstweek after it was opened.



Drivers didn’t understand what was expected of them. They didn’treally know how to think about roundabouts and what it meant tothem. They hadn’t practiced the skills of roundabout driving.

And so . . . they collided with each other.

The same thing happens in organizations. System changes are putinto place. But, people don’t automatically adapt.

Successful changes – whether to traffic patterns, patient care,procurement, or performance management – involve coordi-nating/integrating system change and individual change.

When system change and individual change aren’t coordinated –you get struggle, errors, and “crashes.”

If we don’t changedirection soon,we’ll end up wherewe’re going.

– Professor IrwinCorey



EXERCISE

Coordinating system and individual change.

Where are system changes and individual changes coordinatedand resistance-free in your organization?

Where do system changes and individual changes need morecoordination in your organization?



Taking acomplete viewIt’s like looking through fourdifferent windows.

9



Taking a complete view of your organization means adopting fourdifferent perspectives: including objective/subjective andindividual/system dimensions.

It’s like looking out of a four-paned picture window, where eachpane has its own curtain. Only when all four curtains are pulledback can you get a complete view of your current situation. Whenone or more of the curtains are closed, your view is partial.

So what are these four views?

The upper two windows focus on individual dimensions ofchange, which can be subjective or objective.

INDIVIDUALSubjective

INDIVIDUALObjective

The truth does notchange according toour ability tostomach it.

– FlanneryO’Connor



The lower two windows reveal the organizational dimensions ofchange, which can be subjective or objective.

Put together it looks like this:

Let’s look through each of these windows one at a time to seewhat they reveal.

Because each reveals critical conditions that need to be addressedto lead resistance-free change.

ORGANIZATION ORGANIZATIONSubjective Objective

ORGANIZATION

INDIVIDUAL

SystemsCulture

BehaviorSelf




10 The Lower Rightwindow



Let’s pull back the curtain on the lower right window and seewhat’s there.

Remember that each of these windows offers a particularperspective on the change.

And that when you look through one of these windows, you canonly see what that perspective reveals. Just as if you were lookingout of a westward facing window to try and watch the sun rise. Itwouldn’t work.You can only watch the sun set through awestward facing window.

Well, the windows that you’re dealing with now aren’t physical.They’re mental. Each window is really a different perspective. Andeach perspective reveals a different, real, and important aspect ofyour current situation.

So, what do you see when you consider your organization from alower right window perspective?

ORGANIZATION

INDIVIDUAL

Systems




When you look through the Lower Right (LR) window you get aview of the objective aspects of the organization.

You see things like:

• technical and business systems

• organizational structures

• financials and other performance measurements,

• policies and procedures

• regulations governing your industry.

What you see from this perspective shapes how you think aboutchange.

The elements that this LR perspective reveals are important.They’re real.

And, when you view the organization from this perspective, youwill naturally pursue change and improvement efforts by focusingon what the LR window reveals.

So you’ll focus on things like:

• redesigning technical and business systems

• getting new equipment

• restructuring

• reconfiguring policies or procedures

Why will these be the obvious strategies for you to pursue?Because, they deal with the very issues that the LR perspectivereveals. It just makes sense – from this LR view.



This doesn’t mean these are the only ways to promote change.Just that these are the ways that make sense taking this LRperspective.

The only humaninstitution whichrejects progress isthe cemetery.– Harold Wilson



EXERCISE

Where are you currently focusing change efforts on LR factors?

• redesigning technical and business systems

• getting new equipment

• restructuring

• reconfiguring policies or procedures

• other…



The Lower Leftwindow

11



When you look through the Lower Left (LL) window you get avery different view of organizational change.

Because, while you’re still examining the organization – your focusnow is on the subjective aspects of the organization – in short, theculture.

This LL quadrant perspective reveals the subjective aspects oforganizational life.

Rather than focus on policies and written procedures (like in theLR), here you see how informal networks and relationships shape”the way things really get done around here.”

ORGANIZATION

INDIVIDUAL

Culture


When we seek forconnection, we restorethe world towholeness. Ourseemingly separatelives becomemeaningful as wediscover how trulynecessary we are toeach other.

– Margaret Wheatley



You see how:

• unwritten rules determine what can and can’t be discussed.

• lack of a shared purpose undermines collaboration.

• power struggles affect decision-making and accountability.

• shared values and beliefs drive action.

• group morale supports or limits innovation and change.

When your attention is fixed on the LL quadrant, your changeefforts will quite naturally focus on:

• exposing and revising the un-written rules that limiteffectiveness

• developing shared vision and purpose

• strengthening relationships by aligning values

• facilitating honest dialogue to create commitment and action

Why will these be the obvious strategies to pursue?

Because, they deal with the very issues that the LL perspectivereveals. It just makes sense – from this LL view.

This doesn’t mean these are the only ways to promote change.Just that these are the ways that make sense taking this LLperspective.



EXERCISE

Where are you currently focusing change efforts on LL factors?

• exposing and revising the un-written rules that limiteffectiveness

• developing shared vision and purpose

• strengthening relationships by aligning values

• facilitating honest dialogue to create commitment and action

• other…



The Upper Rightwindow

12



Pulling back the curtain on the Upper Right (UR) window, youbecome acutely aware of how individual actions promote orundermine successful changes.

Viewing change through this window focuses on:

• technical skills

• business skills

• interpersonal skills

• leadership skills

The UR quadrant also makes you aware that habits of behaviorare the keys to being highly successful.

ORGANIZATION

INDIVIDUAL Behavior


They always say timechanges things, butyou actually have tochange them yourself.

– Andy Warhol



With your attention on the UR window you naturally invest in:

• developing individual’s skills

• training programs

• defining competencies

• coaching peak performance

Why will these be the obvious strategies to pursue? Because, theydeal with the very issues that the UR perspective reveals. It justmakes sense – from this UR view.



EXERCISE

Where are you currently focusing change efforts on UR factors?

• developing individual’s skills

• training programs

• defining competencies

• coaching peak performance

• other…



The Upper Leftwindow

13



Finally, let’s pull back the curtain on the Upper Left window.

Here you realize that individuals have their own thoughts,feelings, and beliefs about what a specific change really means.

Looking through the UL window, you recognize thatimplementing change puts pressure on an individual’s:

• values

• identity

• sense of purpose

You see that until individuals can make personal sense of thechange, it is hard for them to really buy-in. And that without theirbuy-in, it’s hard to get anything more than their grudgingcompliance.

ORGANIZATION

INDIVIDUAL Self


Human beings, bychanging the innerattitudes of theirminds, can changethe outer aspects oftheir lives.

– William James



With your attention on the UL window, you naturally invest in:guiding people through the inner shifts – psychologically,emotionally, spiritually – that will commit them to making thechange successful.

You will focus on:

• individual values and purpose

• linking individual values and purpose to organizational goals

• replacing victim thinking with a sense of choice and mission

• reinforcing individual leadership at every organizational level

Why will these be the obvious strategies to pursue? Because, theydeal with the very issues that the UL perspective reveals. It justmakes sense – from this UL view.



EXERCISE

Where are you currently focusing change efforts on UL factors?

• individual values and purpose

• linking individual values and purpose to organizational goals

• replacing victim thinking with a sense of choice and mission

• reinforcing individual leadership at every organizational level

• other…



Don’t leaveanything out

14



Whew! That was a lot of mental exercise.

Shifting perspectives like that takes practice.

And it’s practice that pays off – by reducing struggle andaccelerating change.

As you can see, each of these windows is really just a differentperspective on the same situation.

Each quadrant reveals an important and real dimension of thatsame situation.

No single perspective is complete. Each is partial. Each is partiallyright.

Each is just one quadrant of the whole.

ORGANIZATION

INDIVIDUAL

SystemsCulture

BehaviorSelf




It’s by paying attention to the whole that resistance-free changebecomes possible.

When you reflect on those times when changes have goneseamlessly – you’ll see that all four quadrants were involved. Andthat all four quadrants were aligned and coordinated.

It’s that all-quadrant coordination and alignment that generatesresistance-free change and beats the 70% failure rate.

By taking an all-quadrant approach to change you are able todiscern precisely what conditions are hampering people’sadaptation.

Examining the situation through all four quadrants reveals:

• the specific ways in which adaptation is being hindered

• how to precisely focus your leadership efforts

Using this four quadrant model, you won’t be distracted by thesurface drama that peoples’ struggle can generate.You’ll focus inclearly to identify:

• which quadrant(s) is out of alignment

• what strategy will bring that quadrant(s) into alignment

Ignoring any one of the four quadrants sets up the conditions forfailure. Because all the quadrants are need to be coordinated forRFC to occur.

Everything isconnected... no onething can change byitself.

– Paul Hawken



What gets ignored?What aspects of change don’t get attention – and why?

15



All the conditions that the four quadrants reveal are there,whether we attend to them or not. When we don’t, peoplestruggle.

The choice is whether to:

• label their struggle “resistance”and react against it

• use the four-quadrant model to identify the source of thestruggle – and take actions to eliminate it

It seems like a simple choice.

It is simple, but not common.

Thousands of people from over 30 countries tell me that theyconsistently ignore some quadrants and over-privilege others.

They say that the vast majority of change efforts deal intensivelywith the LR quadrant – restructuring, developing new strategies,policies etc.

Some change efforts also incorporate the UR quadrant – byfocusing on skill training and competency models.

But, people report, most change efforts neglect the left-handquadrants. Leaders don’t deal directly with shifting the culture orenergizing the individual’s sense of purpose and meaning.



Why do we ignore the subjective or inner aspects of change?

People say,“It’s messier and harder to measure.”

Even when they know that the key to ending the struggle andaccelerating the change comes from working on the soft stuff ofpurpose, values, and trust.

And, people tell me, the reason inner work gets less attention isthis: they know how to do the objective stuff.

It’s familiar. And, they feel confident working on the right-handquadrants.

When “rolling out” change efforts, there’s often the recognition that “wemust change the culture.”

There’s talk about culture change.

What this ends up meaning, in practice, is more attention tosystems and skills. More focus on the LR and UR quadrants.

We work on the right-hand quadrants – while talking about theleft-hand ones. And so the inner aspects of change are neglected.They lag behind and it’s this lag that creates the struggle.

In many organizations the inner work is called “touchy feely.”

(This isn’t said with a sense of endearment.)

This way of talking devalues half of the change equation andmakes it harder to legitimate giving the necessary attention to theindividual and collective inner work.



It’s more comfortable to dismiss the inner work as touchy-feely.

We choose comfort and get the 70% failure rate.

The point of RFC is not to turn change initiatives into exercises in navel-gazing.

This isn’t about therapy. It’s about change.

It’s an acknowledgement that a 70% failure rate is a good reasonto start integrating the inner and outer dimensions of change intoa single strategy.

Faced with the choicebetween changingone’s mind andproving that there isno need to do so,almost everyone getsbusy on the proof.

– John KennethGalbraith



The obvious action16



Okay, time for a recap.

RFC has three components:

• a compelling goal story

• a complete view of the current situation (by focusing on all quadrants)

• concrete actions that promote goal achievement

We’ve covered the first two.

Now, comes the action step.

And this is where the beauty of the RFC structure becomesapparent.

Having devoted the time and attention needed to create acompelling goal story and assess the current situation in all four-quadrants, the action steps become obvious.

Examining the change process through the four-quadrant modelreveals the next obvious step in the change process.

You see exactly where to put attention and what to do to reducestruggle and accelerate change.

Action may be targeted at any one of the four quadrants.You may need to:

• fine-tune your organizational design (LR strategy)

• bring people together to articulate a shared vision (LLstrategy)

• upgrade people’s skills (UR strategy)

• help individuals connect their personal values to the change(LL strategy).



In practice, most complex changes require attention to all fourquadrants.

Because, complex changes typically touch all four quadrants, theyrequire:

• system redesign, integration, alignment

• adapting to new working relationships and expectations

• enhanced or new skill sets

• releasing old ideas about how things are around here

• embracing a new (or upgraded) set of cultural norms

• individual development and commitment

Rarely can you and your team leap in a single bound from thecurrent situation to realizing the compelling goal.

It’s more a matter of small cumulative steps.

Steps that keep all four quadrants synchronized and movingforward in the same direction.

A well-defined action step will be:

• specific. Describe the action in terms that make it easy toknow if it is completed.

• time-bound. Identify exactly when the action will becompleted.

• high leverage. Focus actions on those quadrants that willdeliver the most impact.

Audit your actions to be sure that you don’t overemphasize orignore any of the quadrants.

Small deeds doneare better than greatdeeds planned.

– Peter Marshall



It’s simple whenyou know how

17



The RFC system taps into our natural human wiring, our naturalurge to grow, evolve, and adapt.

By auditing system change and human adaptation through thefour-quadrant framework, you are able to pinpoint actions thatpropel you towards your goal.

Here’s a story that symbolizes the power of the RFC approach.

Once a giant ship’s engine failed. The ship’s owners triedone expert after another, but none of them could figure outhow to fix the engine.

Then they brought in an old man who had been fixingships since he was a youngster. He carried a large bag oftools with him, and when he arrived, he immediately wentto work.

He inspected the engine very carefully, top to bottom. Twoof the ship’s owners were there, watching this man, hopinghe would know what to do.

After looking things over, the old man reached into his bagand pulled out a small hammer. He gently tappedsomething. Instantly, the engine lurched into life. Hecarefully put his hammer away. The engine was fixed!



A week later, the owners received a bill from the old manfor ten thousand dollars.

”What?!”the owners cried.“He hardly did anything!”

So they wrote the old man a note demanding an itemized bill.

The man sent a bill that read:

Tapping with a hammer……………………………..$2

Knowing where to tap…………………………..$9,998

Leading change doesn’t have to be so hard.

Remember, people don’t really resist change.

They just struggle when the conditions – in all quadrants – aren’tcoordinated and aligned. Progress slows. People act out. Thedesired change is not achieved.

You just have to know where to “tap”.

The RFC structure shows you where to “tap.”

Follow the sequence:

• Set a compelling goal.

• Assess the situation in all four quadrants.

• Take the obvious action – “tap.”

Let’s try it now with a change you’re leading.



First describe the goal:

What is it you want to create through achieving this change?

What will it look like when it’s successful?

Why does this matter (to the organization, the people, thecommunity, etc.)?

Now take a look at your current situation through all quadrants.Remember, to keep your goal in mind and only consider elementsin each quadrant that are related specifically to the goal.You’regoing to examine each quadrant to see what is happening nowthat is:

• promoting the goal you want to achieve

• blocking or somehow limiting the goal you want to achieve

And, while there are many elements to consider in each quadrant,to keep it simple I recommend that you ask two questions perquadrant. These questions will focus your attention on thoseelements that are supporting what you want and those that needto be “tapped.”



Start by considering the organization via the LR quadrant.

Remember this is the domain of:

• technical and business systems

• organizational structures

• financials and other performance measurements

• policies and procedures

• regulations governing your industry

Questions for Assessing the LR Quadrant:

What aspects of the system are promoting the goal you want toachieve?

What aspects of the system are limiting the goal you want toachieve?

Now, turn your attention to the LL quadrant. This is theperspective that reveals that:

• unwritten rules determine what can and can’t be discussed.

• lack of a shared purpose undermines collaboration.

• power struggles affect decision-making and accountability.

• shared values and beliefs drive action.

• group morale supports or limits innovation and change.



Questions for Assessing the LL Quadrant:

What unwritten rules are promoting/limiting the goal you want toachieve?

What power dynamics are promoting/limiting the goal you wantto achieve?

Now, you’re going to consider the individual quadrants. So, youhave to focus on an individual. And, I recommend that you turnyour attention to yourself!

By assessing yourself, you will get important information abouthow you can more effectively lead change, how you can be moreinfluential, and what internal shifts you need to make to engagewith others in a manner that is resistance-free.



Consider yourself from an UR quadrant perspective. Remember,that the UR quadrant reveals:

• technical skills

• business skills

• interpersonal skills

• leadership skills

In short, the UR perspective focuses on what you’re doing or notdoing.

Questions for Assessing the UR Quadrant:

What am I doing that is promoting the goal I want to achieve?

What am I doing or not doing that is blocking/limiting the goal I want to achieve?

Lastly, turn your attention to the UL quadrant. This requires youto shine the light of your awareness internally as you focus onyour:

• values

• sense of identity

• sense of purpose



Questions for Assessing the UL Quadrant:

What am I thinking and feeling that is promoting the goal I wantto achieve?

What am I thinking and feeling that is blocking/limiting the goal I want to achieve?

Where to tap?

As you’ve been completing this all-quadrant assessment, it’s likelythat certain items jump out as significant. These may be aspects ofthe organization, the culture, your behavior, and your thoughts/feelings that are already clearly promoting what you want toachieve. Celebrate and amplify these.

You may also be aware of aspects of the organization, the culture,your behavior, and your thoughts/feelings that are not helping.These are places to “tap.”

What has your all-quadrants assessment revealed?



Where do you need to put your attention in order to align allquadrants towards a common goal?

Where are the key sources of struggle that need your attention?

What are three relatively simple actions that you can take thisweek?

What is a bigger issue that you need to talk with others about?

• The issue:

• Who you’ll talk with:

• The purpose of the conversation:

What shifts do you want to make personally in the UR or ULquadrants?

• What skills do you need to enhance or develop?

• What attitudes and assumptions do you need to upgrade, let goof, or transform?

• What values do you want to focus on?

• What resources do you need to make those changes?



Is it possible to beat the 70% failure rate?

So, what does it take to beat the dismal odds of 70% failure? Ittakes a new way of thinking about change. I call it the resistance-free mindset.

This way of thinking changes how you experience the challengesof change. Because, the resistance-free change system is notsaying that everything will go smoothly. No, people will likelystruggle. But, what the resistance-free approach offers you is away to: not exacerbate or prolong the struggle.

Rather, you will realize that people aren’t resistant – they’restruggling. And you will be able to receive their struggle asfeedback – precise feedback about what needs attention in one ormore of the four quadrants.

The resistance-free mindset appreciates the struggle of change asevidence that people are engaged and doing their best to workthrough the issues (in all quadrants). And these issues aren’tarising because of resistance. No, they are clear, customized,specific and timely feedback for you – the leader. And thefeedback is telling you exactly where to “tap.”



Appendix 1Resistance-Free Change Worksheet



SELF

What am I thinking/feelingthat is promoting the desiredresult?

What am I thinking/feelingthat is limiting the desiredresult?

SKILLS

What am I doing that ispromoting the desired result?

What am I doing or not doingthat is limiting the desired result?

CULTURE

What unwritten rules arepromoting/limiting thedesired result?

What power dynamics arepromoting/limiting thedesired result?

ENVIRONMENT

What aspects of the system arepromoting the desired result?

What aspects of the system are limiting the desired result?

ORGANIZATION

INDIVIDUAL


Here is a quick worksheet with questions to get you thinking in allquadrants.

First, bring to mind a change that you either want to make or are in theprocess of implementing. Then answer the questions in each quadrant –keeping that change in mind.



• What do your answers to these questions suggest?

• Where do you need to put your attention in order to:Work in all quadrants

Align all quadrants towards a common goal

The Next StepsThe next step in mastering resistance-free change is tosubscribe to the Resistance-Free Change newsletter. You cansubscribe at:

www.dharmaconsulting.com

On the site you will find many resources for yourself, your team,and your organization. All are focused on giving you practicalways to make changes that improve your work and enrich yourlife at the same time.

For more copies of this worksheet go to:

www.dharmaconsulting.com/RFCworksheet

Resistance-FreeChange @ Work

Do You Want More Accountability and Teamwork?

Resistance-Free Change@WorkA Resistance-Free Change Program for Your TeamThis program gives you the tools to accomplish yourgoals. When your team goes through this program together – their clarity, collaboration, and follow-through will move to a new level.

Eric Klein takes you beyond “change management”into the heart of the creative process. You will learn the simple – yet powerful – methods of resistance-free change.

A Turnkey SystemWe have created the DVDs, the workbooks, the modules, and the facilitator manual. It is a turnkey system that you simply facilitate. (And if you have any questions along the way – we are available to coach you).

This 4-module program includes:Module 1: The Basics of RFC

Module 2: Developing a Compelling Goal

Module 3: Transforming the Current Situation

Module 4: Generating Action and Momentum

Your Learning Resources include:> 4 modules on DVD> Audio CD of all modules> Team Member Workbooks> Facilitator Guide> Plus BONUSES!

We can bring this program to your organization as a speech or live workshop.

To Order Click Here: http://tinyurl.com/d35lhq

Resistance-free Change SERIES

with Eric Klein


CDProgramMaterials

Resistance-FreeChange @ WorkHOW TO CREATEWHAT MATTERS MOST

DVD


with Eric Klein


HOW TO CREATE WHAT MATTERS MOST


with Eric Klein


HOW TO CREATEWHAT MATTERS MOST

PHONE 760.436.5535FAX 760.634.3589 WEB www.dharmaconsulting.com E-MAIL [email protected] www.dharmaconsulting.com/products/resistance-free-change-work

Dharma Consulting

L E A D I N G

R E S I S TA N C E - F R E E C H A N G E : M o r e r e s u l t s . L e s s s t r u g g l e . 9 2

About Eric Klein

Eric Klein is a visionary, author, community leader, businessadvisor, and professional speaker on leadership development,corporate culture, and organizational change. For 20 years, Erichas worked with over 15,000 leaders from a wide variety ofcorporate settings: Fortune 500 companies, healthcare,municipal, governmental and non-profit organizations – as wellas mid-size companies.

Over the past two decades Eric Klein has been a leading voicein the movement to bring greater spirit, meaning, and authen-ticity to the workplace – most recently through his firm,Dharma Consulting. His transformative message and practicalapproach has helped leaders create organizations where valuesand purpose fuel productivity, accountability, and collaboration.

Eric Klein has held management positions at two Fortune 500companies and successfully developed businesses in theeducation, publishing, and consulting industries. Eric combineshis experiences in business with 30 years of teaching andpracticing meditation. He is one of the few Westerners to havereceived ordination into a 5,000-year-old yoga lineage. With hiswife, Deborah, Eric leads the Wisdom Heart Community, a non-profit organization that brings classical meditation methods topeople grappling with the challenges of modern life.

Eric’s most recent book is You are the Leader You’ve Been WaitingFor: Enjoying High Performance and High Fulfillment at Work. Thislife-changing book provides a blueprint for infusing excellence,meaning, and creativity into work.

He is also the co-author of the best selling book AwakeningCorporate Soul: Four Paths to Unleash the Power of People at Work(over 250,000 copies sold) and To Do or Not To Do: HowSuccessful Leaders Make Better Decisions based on research andexperiences with more than 200 companies.

His unique work has been featured on CNN and in the Los Angeles Times, HealthCare Forum, The American MedicalJournal, Leadership Reflections, Quality and Productivity, and theAssociation Management Magazine.

“There is a part of us that knows

the contribution we most want to

make through our lives.When we

align our daily actions with this

purpose, we become fully alive.”

–Eric Klein

1455 HYMETTUS AVENUE LEUCADIA, CA 92024PHONE 760.436.5535 FAX 760.634.3589 WEB www.dharmaconsulting.com E-MAIL [email protected]

Dharma Consulting

O V E R T H E P A S T 2 0 Y E A R S E R I C H A S W O R K E D W I T H T H O U S A N D S O F I N D I V I D U A L S —

T O B R I N G G R E A T E R S P I R T , M E A N I N G A N D A U T H E N T I C I T Y T O T H E W O R K P L A C E

1455 HYMETTUS AVENUE LEUCADIA, CA 92024PHONE 760.436.5535 FAX 760.634.3589 WEB www.dharmaconsulting.com E-MAIL [email protected]

Dharma ConsultingLEADING RESISTANCE-FREE CHANGE

leading resistance-free changedharmaconsulting.com/leadingrfc.pdf · 2010. 2. 17. · published by...

Documents