Getting Through The Wilderness William Bridges Ph.D.

Transcription

1 Getting Through The Wilderness William Bridges Ph.D.

2 Leading Through Change Understand the difference between change and transition and grasp the implications between the two. Find ways to help yourself feel more grounded as you move through change.

3 Change Transition

4 Change and Transition Change is Situational New Site New Boss New Team Roles New Policy Transition is Psychological The process people go through to come to terms with the new situation

5 Change: Change and Transition Understood in terms of a beginning, or starting something Usually happens quickly Experienced externally and visibly (changing jobs, marriage, new home, loss of loved one, etc.)

6 Transition: Change and Transition Understood in terms of endings begins with leaving something behind, letting go, etc. Takes more time Experienced internally (might be invisible or hard to observe in others)

7 The Experience of Transition Ending Key Issue: Letting go of what was Neutral Zone Key Issue: Finding clarity amid the confusion Beginning Key Issue: Managing the ambivalence of starting something new In either case, you are in more than one of these phases at the same time, and the movement through transition is marked by a change in the dominance of one phase as it gives way to the next.

8 Tips to Clean Endings Define what is or what is not over. Identify what you are losing. Seek information don t sit back. Take a piece with you. Mark the ending. Expect and accept your own feelings. Try to find out what you may be gaining.

9 Navigating Through the Neutral Zone Accept it. Listen to how you describe the situation. Expect to be untethered, doubtful, and stressed-out. Set short-term goals for yourself. Don t expect to be perfect. Are there hidden opportunities with the confusion?

10 Beginnings Not As Easy As It Seems Maybe the new way really won t work out. Triggers memories of other beginnings. No more hiding in the neutral zone. Something really ended uh oh.

11 Communicating Change Four P s The Purpose Why we have to do this The Picture What will it look and feel like when we reach our goal The Plan How we get there, step by step The Part What you can and need to do to help us move forward Celebrate Small Wins

12 Organizational Nothing so undermines organizational change as the failure to think through who will have to let go of what when change occurs. William Bridges

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14 Change Style Indicator (CSI)

15 Change Style Indicator (CSI) Developed by: W. Christopher Musselwhite and Robyn P. Ingram

16 What Does the CSI Measure? The Change Style Indicator measures individual style in approaching change and situations involving change.

17 Change Style Indicator The CSI is a continuum-based model divided into three styles: CONSERVER PRAGMATIST ORIGINATOR Change Style Continuum

18 Some Facts About Change Styles Style reflects aspects of personality or neurological preferences like right- or left-handedness. Scores do not indicate effectiveness at utilizing a preferred style. There is no right or wrong, better or worse style.

19 How Understanding Your Score Will Help You Manage your response to change. Recognize and appreciate the contributions that each change style offers. Increase productivity through effective responses to change style differences.

20 CONSERVERS Style Characteristics Appear disciplined, precise, methodical, cautious. Prefer solutions that are tested and proven. Accept conventional assumptions. Enjoy predictability. May confuse the means with the end.

21 PRAGMATISTS Style Characteristics Appear practical, agreeable, flexible. Are more focused on results than structure/organization. Serve as mediators. See both sides of an argument. May take a middle-of-the-road approach.

22 ORIGINATORS Style Characteristics Appear undisciplined, unorganized, abstract, spontaneous. Prefer quick and expansive change. Challenge assumptions. Enjoy risks. May treat accepted policies/procedures with little regard.

23 Conservers May See Originators As: disruptive disrespectful of tradition and history generating turbulence in the work environment insensitive to the feelings of others wanting change for the sake of change

24 Conservers and Originators May See Pragmatists As: compromising mediating indecisive easily influenced noncommittal

25 Originators May See Conservers As: dogmatic hesitant to share new ideas compliant to authority stuck within the system defenders of the status quo

26 Where Do You See Yourself? Change Style Continuum CONSERVER PRAGMATIST ORIGINATOR

27 Chris Sample Date Processed 20-May-99 CSI SCORE Conserver Pragmatist Originator % 50% 25% As a slight originator, you prefer a quicker approach to change. You are comfortable with taking risk and with uncertainty. You may appear to be somewhat unconventional. Some people might see you as undisciplined, but you see yourself as open to a better idea or way of getting a job done. You like the rules to fit the circumstances so you will try to change them when they do not fit. You may be seen as a visionary and may be viewed at times as unpractical. Your strengths: You are open-minded and can adapt to changing circumstances. You are able to create a shared vision of what the organization will be like in the future. You are able to promote short-term goals without compromising long-term strategy. You are willing to challenge work practices that appear non-productive or outdated. You recognize and appreciate novel suggestions from your co-workers. Your potential challenges: You may need to be reminded to use informal networks in your organization to get things done. Sometimes you may overlook details and things may fall between the cracks. You may not be open to diverse perspectives and may find it somewhat challenging to compromise to get a job done W.Christopher Musselwhite, Ed.D. All Rights Reserved.

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