Change Matters: WHY CAN T WE Just Do It. Approved for Public Release; Distribution Unlimited. Case Number

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1 Change Matters: WHY CAN T WE Just Do It O ctober 26, 2014 ODN Conference Philadelphia, PA Craig J. Petrun Ph.D. Approved for Public Release; Distribution Unlimited. Case Number

2 2 No man ever steps in the same river twice

3 Change: In its simplest form change requires moving from the present to the future state 3 Present State Transition State Future State ENDING NEUTRAL ZONE BEGINNING Change is the act of letting go of existing behaviors and attitudes, and moving to and establishing new behaviors and attitudes that achieve and sustain desired business outcomes. Kurt Lewin, Frontiers of Group Dynamics, 1947, 1(1), pgs William Bridges, Managing Transitions, Making the Most of Change.

4 Understanding the nature of individual change (Future State) The Spiral of Individual Change (Future State) 4 Maintenance: Sustaining behavior change until integrated into lifestyle Action: Making the change Pros vs. Cons Preparation: Getting ready to make change Pre-contemplation: Not aware of need for change Contemplation: Thinking about change (Current State) Prochaska, Norcross & DiClemente, Changing for Good, Harper-Collins Publishers, 1994.

5 The Neuroscience of Change 5 The brain cannot tell the difference between physical and social pain

6 The neuroscience of change impacts the ability of Individuals to navigate the change process 6 The brain minimizes danger (away response) and maximizes reward The away reduces cognitive resources, makes you more defensive Once an emotion kicks in trying to suppress it makes it worse The away response is stronger, faster, and longer lasting

7 Throughput Just like an individual organizations must also prepare for and support individual change Input External Environment 7 Mission & Strategy Structure Task & Individual Skills Leadership Management Practices Work Unit Climate Motivation Individual & Organizational Performance Organizational Culture Systems (Policies & Procedures) Individual Needs & Values Most organizational change is driven by environmental impact. Boxes indicate primary variables affecting organizational performance. Arrows indicate critical linkages. A change in any variable will ultimately affect every other variable. Higher level variables have greater weight in effecting organizational change. Outcomes W.Warner Burke & George H. Litwin, A Causal Model of Organizational Performance and Change, Journal of Management, vol. 18, 1992.

8 What are the Organizational Implications of Individual Change Patterns? 8 The Spiral of Individual Change in Organizations Maintenance Performance Management Preparation Pre-contemplation Env. Assessment External Changes Org. Transition Plan Training, SCARF, Involvement (Current State) Choice, Training, Success Resources (Time, Dollars, Friends) Vision/Strategy (Future State) Action Cascading Leadership Performance Planning Quick Wins Contemplation: Stakeholder Analysis Communications Prochaska, Norcross & DiClemente, Changing for Good, Harper-Collins Publishers, 1994.

9 The path to change for both individuals and organizations is non-linear 9 The Change Road Map The road ahead is full of landmines. The nature of change unfolds in a series of dynamic but manageable phases that require preparation. Jeanie Daniel Duck, The Change Monster, Crown Business, 2001 (Illustration by Gene Mackles).

10 Closing Thoughts: Can individuals and organizations really change? 10 Yes! But to Just Do It requires: Preparation and understanding of the individual change curve Investment in moving along the change curve Managing the SCARF factors to minimize resistance In organizations it also requires preparation and understanding the organizational change factors

11 11 References

12 Navigating the Change Process: Successful implementation requires commitment to the entire process 12 Establish Urgency & Scope Create & Communicate the Vision Drive Commitment, Empowerment Establish Change Infrastructure, Plans & Wins Sustain & Refine the Change Identify stakeholders, costs, and benefits of the change. Engage leadership; communicate the compelling need for change. Engage workforce in planning the change; validate costs & benefits. Introduce new tools, technology, reward systems, training. Measure progress, demonstrate value, communicate success, take corrective action if needed. J. Kotter, Leading Change, 1996.