ENGAGEMENT AS A PATH TO

Transcription

1 Flickr photo, some rights reserved by Global Crop Diversity Trust MCN s 25 th Annual Conference ENGAGEMENT AS A PATH TO HEALTHY CHANGE

2 Seeds of Change Every problem has in it the seeds of its own solution. If you don't have any problems, you don't get any seeds. Norman Vincent Peale Flickr photo, some rights reserved by Global Crop Diversity Trust 2

3 Theory and Practice This session is based upon the works of: Richard Axelrod. Terms of Engagement, Sharon Danes. Change: Loss, Opportunity and Resilience, David Rock. SCARF: a brain based based model for collaborating with and influencing others, And supported by decades of nonprofit organizational leadership. 3

4 Leadership Theory Adaptive Technical 4

5 Leadership & Change Unexpected bad weather Unexpected good weather Expected bad weather Expected good weather

6 The Winds of Change Sharon Danes, University of Minnesota, 2008.

7 The Winds of Change Sharon Danes, University of Minnesota, 2008.

8 Change: Loss or Opportunity?

9 Flickr photo, some rights reserved by flickrich What change are you facing in your organization? 9

10 Change management is Transitioning individuals, teams, and organizations from a current state to a desired future state. Process aimed at empowering people to accept and embrace changes in their current environment. Types of change: mission, strategic, operational, structural, technological, l attitudes/behaviors, i service philosophy/model Flickr photo, some rights reserved by Dave Hosford 10

11 How we often tackle change management Leader identifies ifi problem. Leader hires consultant. Consultant creates solution. Consultant delivers solution to leader in a nicely bound and perfectly formatted report. Leader tries to sell solution to the staff. Staff is indifferent, resistant, or both. Yes, a bit tongue in cheek, yet 11

12 Staff can be resistant because they often experience the negative side of change not the positive. 12

13 Four core beliefs The few decide for the many. Solutions first, people second. Fear builds urgency. Inequality is the norm and life isn t fair. increase resistance and create an engagement gap. Flickr photo, some rights reserved by Global Crop Diversity Trust 13

14 The Old Change Management t / t h? 14

15 The Old Change Management The Axelrod Group 15

16 Why we often encounter resistance Threat ( Bad ) Reward ( Good ) Away Toward David Rock SCARF: Brain based model for collaborating and influencing others 16

17 Big implications Threat Reward Reduced working memory Reduced field of view Generalizing of threat Err on the side of pessimism Plus: Increased motor function More cognitive resources More insights More ideas for action Fewer perceptual p errors A wider field of view David Rock SCARF: Brain based model for collaborating and influencing others 17

18 SCARF: Five domains Status Certainty Flickr photo, some rights reserved by Global Crop Diversity Trust Autonomy Relatedness Fairness 18

19 STATUS Relative importance, pecking order, seniority it (perceived or real) Humans hold a representation of status tt in relation lti to others when in conversations and this affects mental processes in many ways. (Zink, 2008) Status is the most significant determinant of human longevity and health, even when controlling for education and income. ( The Status Syndrome, Marmot, 2004) 19

20 CERTAINTY The brain is a pattern recognition machine that is constantly trying to predict the near future. (Rock, 2008) 20

21 AUTONOMY Perception of exerting control over one s environment A sensation of having choices 21

22 RELATEDNESS In or Out Friend or foe Trust or not trust Foe is the default. 22

23 FAIRNESS Exchanges that are perceived as fair are intrinsically rewarding. (Tabibnia bibi & Lieberman, 2007) 23

24 Help others overcome by Status = Recognize incremental growth and change the comparisons. Certainty y = Find the patterns. Normalize. Over communicate. Autonomy = Provide choices. Give parameters. Relatedness = Connect people together. Reduce social threats. Fairness = Be transparent. 24

25 Engagement gg is the NEW Change Management The Axelrod Group 25

26 What is Engagement? Flickr photo, some rights reserved by BlueRidgeKitties 26

27 What is Engagement? A heightened emotional connection that an individual feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work. (Conference Board 2006) A combination of commitment to the organization and its values, plus a willingness to help out colleagues (organizational citizenship). It goes beyond job satisfaction and is not simply py motivation. Engagement is something the employee has to offer: it cannot be required as part of the eemployment poy e tcontract. (CIPD, 2008) 27

28 The New Change Management t / t h? 28

29 The New Change Management The Axelrod Group 29

30 Myths of Change Management The Axelrod Group 30

31 Engagement Doesn t Need to Be Complicated The Axelrod Group 31

32 Widen the Circle of Involvement The Axelrod Group 32

33 Connect People to Each Other Storytelling activity 33

34 Create Communities for Action The Axelrod Group 34

35 Taking high personal risk Active Engagement Taking a stand 5 Levels of Personally participating Commitment Providing resources Not getting in the way Passive Engagement The Axelrod Group 35

36 Create Communities for Action Open Space Technology: World Café: Speak Your Peace: Flickr photo, some rights reserved by Global Crop Diversity Trust 36

37 Promote Fairness The Axelrod Group 37

38 Who Are You, as an Organization? What are your organization s guiding values / principles? Flickr photo, some rights reserved by Global Crop Diversity Trust 38

39 Everyday engagement can bridge individual differences The Axelrod Group 39

40 Honor Each Individual The Axelrod Group 40

41 Individuals React in Many Ways Sharon Danes,

42 SCARF: Five domains Status Certainty Autonomy Rltd Relatedness Fairness Flickr photo, some rights reserved by CIMMYT 42

43 Engagement starts with honest & transparent t leaders The Axelrod Group 43

44 Lead with an Engagement Edge The Axelrod Group 44

45 Engagement is Possible The Axelrod Group 45

46 Engagement is Possible The Axelrod Group 46

47 Minnesota Council of Nonprofits 2314 University Avenue W. Suite 20 / Saint Paul, MN / info@minnesotanonprofits.org This material is based upon work supported by the Corporation for National and Community Service under Nonprofit Capacity Building Program Grant No. 10CBHMN001. Opinions or points of view expressed in this document are those of the authors and do not necessarily reflect the official position of, or a position that is endorsed by, the Corporation or the Nonprofit Capacity Building Program. This program is available to all, without regard to race, color, national origin, disability, age, sex, political affiliation or religion. Reasonable accommodations, including equal access to communications, will be provided upon request. Requests should be directed to MCN at ; (toll free in Greater Minnesota); (fax); or info@minnesotanonprofits.org. 47