so you want to be a “change agent” be careful! · historic accident ratio study 1 10 30 600...
TRANSCRIPT
So You Want To Be A
Change AgentThen Be The Best
Change Agent You Can
Alan D. Quilley CRSP
Change!We like it…we don’t like it!
IT DEPENDS!
But It’s Not Really Optional!
Change Happens
Learning Objectives
At the end of the session the participants will be able to:1) Describe what a Change Agent Is2) Describe the features of effective and efficient Change Agents3) Describe a variety of Change Agent Strategies and Tactics4) Use the Stop- Start- Continue Process To Implement Change5) Describe Additional Resources to Assist in Their Being the Best
Change Agent They Can Be
If you decide to do this…you could start tomorrow!
6
What Is AChange Agent?
Change Agent Roles & Characteristics
• Catalyst
• Solution Giver
• Process Helper
• Resource Linker
Adapted From:Clinton, J. Robert. Bridging StrategiesHavelock, Ronald. The Change Agent's Guide to Innovation
Powerful Tools In Your Toolkit!
So You Want To Be a“Change Agent”
BE CAREFUL!
"It is better to be careful one hundred times, than to get killed once.”
Start With The End In Mind
• Creating Something New
• Desired State FIRST
• Lots of Time To Look At Current State
• What Should The NEW Future Look Like?
• Give It 3D Qualities (Great Detail)
• The Current State Will Become Less Important
Future State VisioningJ.M. Stewart “Future State Visioning”
Future
State
1-3 Years
Current
State
Gap
• Vision a near term Future State (1-3 years)
• Describe in detail the features of the Future
State
• Describe what you will be doing, thinking and
feeling in the Future State
• Describe your priorities
• Describe the Current State
• Give the Current State the same detail
• Describe the GAP between the Current State
and the Future State
• Develop plans to close the gap
Start With the
END
in Mind
Who Are Your Stakeholders?
StakeholdersStakeholders Can Be Defined As Those Who Have The:
• Power to Agree
• Power to Block
• Power to Implement
Perceptions, Realities & Motivators
Interests
NeedsWants
AspirationsFears
Process
FairEquitable
WiseStable
OutcomeBoundaries
LegalMoral
Financial
Examine Diagnose
TreatMonitor
Change Agent Process
Examine• Physical• Behaviours• Perception
Tools• Audits• Surveys• Site Visits• Interviews• Documents
Baseline
Needs-Wants-Aspirations-Fears
CausesInputs
• Physical• Behaviours• Perception
Effects & OutcomesOutputs
• Processes• Results
ChangesInputs
• Physical• Behaviours• Perception
DesiredEffects & Outcomes
Outputs• Processes• Results
ImplementPlans & Processes
This Is Where All YourHard Work Pays Off!
Decide - Announce- Defend
?
Decide
Announce
Defend
Polarize-Antagonize-Adversarial
Time
AVOID!
Consult-Decide-Announce-Implement
Time
Decide
Announce
Implement
Consult
Needs-Wants-Aspirations-Fears
Making It Work!
Decide
Announce
Implement
7 Times3 Different Ways
FairEquitable
WiseStable
Examine• Physical• Behaviours• Perception
Tools• Audits• Surveys• Site Visits• Interviews• Documents
Baseline VS Current
Change ManagementThrough
Leading Indicators• Physical• Behaviours• Perception
Tools• Audits• Surveys• Site Visits• Interviews• Documents
Let’s Pretend You CouldBuy One Of These…
World’s BestNever Fails - EVER
Safety Program
There would be resistance… Why?
World’s BestNever Fails - EVER
Safety Program
Sources of Conflict
• Content
• Relationship
• Process
Desire For Change…
Follows a Dissatisfaction With the Current State
Understand the WHY of Change
• People Don’t Tend To Solve Problems They Don’t Think They Have
• Offering Solutions To Unrealized Problems Seldom Works
• Strategy – Start With A Desired Future!
The Power of Habit
Cross your arms…
The Power of Habit
Cross your arms…now do it the other way
How Does That Make You Feel?
Change Categories
• What people think (Attitudes Beliefs)
• What people do (Behaviours)
• Physical things (Environment)
System MotivatorsFinancial
LegalMoral
ClaimsManagement
Fewer Losses Reduced Impact
Cost Avoidance
OH&SLoss
Control Management
IncentivesCompliance
Due DiligenceConfidence
Motivators
Financial•Add value
•Avoid disruption•Minimize Premiums
•Minimize Direct CostsLegal
•Ensure Compliance•Reduced Liability
•Due Diligence
Moral•Stakeholder/Customer Perception
•Public Confidence•Employees Valued
Formulate Recommendations
Whats & Hows
Recommendations
• Whats – What To Do
• Hows – How To Do the Whats
• Measurable / Reportable
• Hopefully Seen As
– Fair
– Equitable
– Wise
– Stable
Historic Accident Ratio Study
1
10
30
600
Behaviour
Serious/Major Injury
Minor Injury
Property Damage
No Visible Damage
1969 US Study - 297 companies, 21 different industrial groups, employing 1,750,000 employees - Frank Bird Jr.
Later Modified By Proctor & Gamble to add “behaviour”
Perception & Culture
What You Think & What You Value
Behaviour & Accountability
What You Do
What is Measured & Rewarded
Results Achieved
Claims - Lost Days
Injuries - Costs
Premiums
The “NEW”
Triangle
Leading Indicators Of SafetyObservations, Inspections,
Investigations, Interventions
© Copyright Safety Results Ltd. 2005
Integrated Safety Management System
Company CultureMission, Vision & Values – Commitment
of Time & Money
Safe BehaviourStandards, Practices
& Procedures
AccountabilityActivities, Measurements
& Rewards
Safe EnvironmentTools, Equipment, Materials, Environment
Encourage
Engage
Evolve
Evidence-Based
Tools
Challenge To Create
Safety Excellence
Stop__________________________________________________
__________________________________________________
__________________________________________________
Start__________________________________________________
__________________________________________________
__________________________________________________
Continue__________________________________________________
__________________________________________________
__________________________________________________
So What To Do Tomorrow?
Availablewww.safetyresults.cahttp://safetyresults.wordpress.com/
Honourable MentionGlobe & Mail's
Best Business Books of 2006
Thank You For Your Dedication
In Helping Make Workplaces
Healthy & Safe
Alan D. Quilley CRSP
Additional Reference Material
Gifted
Insightful
Evangelism
Knowledgeable
Strong convictions
Courageous
Impatience may lead to poor sense of timing
Analytical skills
Feisty nature
Catalyst
Change Agent Roles & Characteristics Reference: Clinton, J. Robert. Bridging Strategies, page 3-17
How catalysts can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications,
1973) ISBN # 0877780390
• Use a change process.
• See the situation from the established leadership's point of view.
• Develop indigenous leadership among the people he/she is serving; building common identity/purpose.
• Form alliances with others who can help bring about change.
• Cultivate a sense of timing. Waiting for the right moment and most opportune moments for change.
Paradigmatic thinking
Analytical
Ideas person
Able to synthesize ideas into a plan
Perspective
Writing skills
Solution Giver
Gifted
Words of wisdom
Words of knowledge
Teaching
Helps
Creative
Change Agent Roles & Characteristics Reference: Clinton, J. Robert. Bridging Strategies, page 3-17
How solution giver can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications, 1973)
ISBN # 0877780390
• Make a sincere effort to find out what people's needs are BEFORE you decide they need what you've got.
• Adapt your proposed changes to fit the situation, maximizing relevance and benefits to the client.
• Have more than one solution to offer.
• Help people implement and utilize the change.
• Try to make yourself more than a solution giver by becoming a resource linker.
Perspective
Encourager
Motivator
Good relational skills
Can work with adaptation and compromise
Conflict resolution skills
Networking skills
Process Helper
Gifted
Coaching
Leadership
Administration
Is patient with the process
Good sense of timing
Change Agent Roles & Characteristics Reference: Clinton, J. Robert. Bridging Strategies, page 3-17
How process helper can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications, 1973)
ISBN # 0877780390
• Show people how to identify their needs, diagnose problems, and set objectives.
• Show people how to acquire relevant resources.
• Show people how to select or create solutions.
• Show people how to adapt and install solutions.
• Show people how to evaluate solutions to determine if they are satisfying needs.
Needed throughout the process
Perceptive of needs
Has connections to resources: Material
Information
People
Knowledge
Resource Linker
Gifted
Teacher
Giving
Helps
Words of wisdom
Conversationalist
Change Agent Roles & Characteristics Reference: Clinton, J. Robert. Bridging Strategies, page 3-17
How resource linker can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications,
1973) ISBN # 0877780390
• Develop networks of resources.
• Grow in understanding of the client's needs.
• Help develop the communication link between client and resource sources.