The Challenge of Change:

Transcription

1 The Challenge of Change: Overcoming Resistance and Obtaining Results! A Leadership Perspectives Webinar with Katherine Tyler Scott Otb October 13, :00 p.m. 1:00 p.m. Katherine Tyler Scott Facilitator Ki ThoughtBridge g 135 North Pennsylvania Street, Suite 1750 Indianapolis, Indiana / info@kithoughtbridge.com

2 Goal GOAL: Create awareness of the dynamic relationship between organizational change, leadership and results. OBJECTIVES: 1. Describe a three stage model of organizational change. 2. Discuss individual responses to organizational change. 3. Identify leadership capacities for managing organizational change and achieving i results. 1

3 Most organizational i change initiatives fail. Peter Senge, e The Dance of Change 2

4 Why Change Is So Challenging 1. People may not see the need for change. 2. People are often locked into old patterns of behaviors. 3. People can be fearful of how the change will impact them. 4. There may be a lack of alignment around the vision for the future. 5. People may lack the skills needed to initiate the desired dchange. 3

5 Why Change Efforts Fail The biggest single reason organizational changes fail is that no one thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers usually forget that people have to let go of the present first. They forget that while the first task of change management is to understand the destination and how to get there, the first task of transition management is to convince people to leave home. You ll save yourself a lot of grief if you remember that. William Bridges 4

6 Leaders generally use three strategies to implement organizational change: 1.Cheerleading: Change will be good for the organization, good for the team, etc. 2. Supplying data: facts, statistics and logic And when those fail: 3. Coercion: Forcing people to change 5

7 The Costs of These Change Strategies High turnover Low morale Increased conflict Low productivity Decreased efficiency i Failure of the change effort 6

8 Overcoming the Challenges of Change 7

9 Three Stage Model for Change 8

10 Understanding di and Facilitating Change ENDING Change THE GAP NEW BEGINNING TIME Adapted from William Bridges Managing Transitions 9

11 The Role of Phase I Phase II Phase III the Leader: Facilitating ENDING Change THE GAP Change NEW BEGINNING TIME Adapted from William Bridges Managing Transitions 10

12 Individual Responses to Organizational Change Denial Resistance Confusion Release Envisioning Enactment Commitment 11

13 Individual Responses to Organizational Change Emotional Response Phase One Words & Behaviors Numb, don t care Denial Avoidance Anger, fear Resistance Procrastination, sabotage 12

14 Individual Responses to Organizational Change Emotional Response Phase Two Words & Behaviors Uncertainty, discomfort lack of control Calm, tired, let go Excited, hopeful Confusion Release Envisioning Why? How? Stop fighting, open to new ideas Ask what if? Creative 13

15 Individual Responses to Organizational Change Emotional Response Phase Three Words & Behaviors Exhilaration, trepidation Enactment Willing to try new options Relief, energized Commitment Collaboration, success 14

16 Understanding the Relationship Between Individual and Organizational Change Change ENDING Denial Resistance Confusion THE GAP Envisioning Release Enactment Commitment NEW BEGINNING TIME 15 Adapted from William Bridges Managing Transitions

17 What Can Leaders Do? 16

18 Most advocates of change initiatives focus on the changes they are trying to produce and fail to recognize the importance of learning capabilities. ~ Peter Senge 17

19 Preparation for Change Change Identify the key stakeholders. Those who will be most impacted Those who need to implement tthe change Those who can help/derail the process Assess where you and the organization are in the change process. Conduct a cultural audit. Assess current skills, aptitudes and attitudes, with those needed for the new vision. Assess the timeframe for achieving the vision. Understand that each phase of change comes with a paradox. 18

20 Phase I ENDING Denial Resistance Build a common reality. Create a powerful, inclusive change team. Equip members to work as a team. Develop a clear vision and strategy for the change. Communicate and gain alignment around the vision and strategy. 19

21 Phase I ENDING Denial Resistance Develop a communication strategy for each phase. Describe and communicate the journey. Multiply communication processes by 10. Ensure two way communication: Engage responsible critics. 20

22 Phase II Confusion THE GAP Envisioning Release Empower key stakeholders. Equip team with tools and skills to manage the Gap and implement change. Design, achieve and communicate early wins. 21

23 Phase III Enactment Commitment NEW BEGINNING Align structure, systems to fit the new vision. Embed change in structures, systems, and culture. Explicitly compare and contrast the old culture and the one needed. 22

24 Diagnostic Tool for Measuring Where Your Organization is in the Change Process Phase I Key stakeholders have a common sense of urgency A powerful guiding coalition is organized and ready to lead the change There is a clear vision and strategy for the change effort There is a process in place to continuously communicate the vision and strategy effectively in an efficient manner to all stakeholders 1 2 No Awareness of Need 1 1 Does Not Exist 2 2 Being Developed Established/ Implemented

25 Diagnostic Tool for Measuring Where Your Organization is in the Change Process Phase II Key stakeholders at all levels are empowered to act to make the vision a reality The change process is designed to generate explicitly identified short term wins 5 6 No Awareness of Need 1 1 Does Not Exist 2 2 Being Developed 3 3 Established/ Implemented 4 4 Phase III There are mechanisms in place to consolidate gains and produce more change Processes are established to anchor the new approaches in the culture of our organization/community

26 Six Paradoxes of Change PHASE I Ending PHASE II The Gap To go forward To go fast To succeed, you must facilitate a culture of change Conflict is essential to innovation and creativity You must look back Initially, you must slow down Change exacerbates internal anxiety, confusion and conflict Conflict can destroy or paralyze change efforts PHASE III Beginning Change must include diverse perspectives Building trust is essential The more diverse the perspectives the greater the potential for gridlock Change undermines trust 25

27 An Integrated Model of Leadership for Leaders e of Change 26

28 The Integrated Model of Leadership Technical Skills: These are the skills necessary when a problem is clear and the solution is clear. They are the knowledge and information processes that can be applied to such problems. Adaptive Skills: These skills are those that are necessary when the problem isn t clear and the solution isn t clear. In order to solve the problem, the leader must engage those who have the problem in the problem solving. 27

29 The Integrated Model of Leadership Inner Work: The capacity to engage in deep inner exploration and reflection that leads to increased self awareness, empathy, insight, and self mastery. Outer Work: The capacity to act competently in achieving results; the effective application of inner work, technical and adaptive skills to the external world. 28

30 The Integrated Model of Leadership Self Assessment Using the following scale how would you rate yourself? 1 Poor Skills 2 Fair Skills 3 Average Skills 4 Ver y Good Skills 5 Excellent Skills Technical Skills Outer Work Adaptive Skills Inner Work 29

31 Questions and Closing Thought ʺIf people in authority are to succeed, they must know themselves and listen to themselves, integrating their ideals and actions but bi being able, at the same time, to tolerate the gap between the desirable and the necessary as they work to close it. Theymust know how not merely to listen but hear; not merely look but see; to plan as hard as they work; and to live with ambiguity and inconsistency. Warren Bennis 30

32 The Inner Work Institute A Program for Executive Leaders Responsible f L di T f ti l Ch for Leading Transformational Change THE PROGRAM In times of economic upheaval and massive change, leaders find that their usual skills and management styles aren t enough. How can you lead others through a time of uncertainty and anxiety? How can you help employees overcome fear and attitudes of scarcity? How do you help others perform at their best in the worst of times? During a time of no longer and a time of not yet, is when leaders need to be most effective! They must possess both technical competence and adaptive leadership skills. The Inner Work Institute t isapowerful lintegration ti of both. THE INNER WORK INSTITUTE consists of one, four day session that sharpens a leaderʹs ability to effectively lead complex change. The Institute provides proven leaders with the opportunity to step away from the press of day to day responsibilities, reflect, gain focus, and acquire new ways of thinking and problem solving so they can better lead their organizations and community. WHO SHOULD ATTEND Executive leaders in business, government, philanthropy and education. APPLICATION PROCESS To apply for the Inner Work Institute please visit our website at and click Register for Events and Trainings. Printed applications may also be requested by contacting Vincent Smith at Ki ThoughtBridge: / vsmith@kithoughtbridge.com. DATE: November 2 5, 2010 LOCATION: Indianapolis, IN 31

33 Services Offered Leadership Development Coaching Negotiation Training Facilitation, Mediation of Complex Negotiations Training Workshops Conflict Resolution Change Leadership 32

34 Coming Soon: Constructive Conflict Management Kit Ki ThoughtBridge is excited to announce the new Constructive Conflict Management Kit. Ki ThoughtBridge s htb Constructive ti Conflict Management Kit : Defines the characteristics of healthy and unhealthy conflict management Outlines a four step process for managing conflict constructively Gives users a series of tools which maximize the probability of success at each step in the conflict resolution process If you, your organization or team would like to be notified when the new Constructive Conflict Management Kit is available, please contact Sue Schraffa at / sschraffa@kithoughtbridge.com or visit our website at 33