AAP Fellows Conference Jennifer Maniscalco, Mary Ottolini

Transcription

1 AAP Fellows Conference Jennifer Maniscalco, Mary Ottolini

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3 Challenge the Process The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

4 Let s Play a Game

5 An Organizational View of Change Current State Transition State Preferred State Current Expectations Relative Stability Uncertainty Uncomfortable Unfreezing Desired Outcomes New Expectations Source: Group for Organizational Effectiveness

6 Three Phases of Individual Transition ENDINGS BEGINNINGS Denial Anxiety Shock Confusion Resignation Enthusiasm Trusting Excitement Relief/Anxiety Hopeful/Skeptical Anger Impatience Acceptance Fear Realization of Loss Frustration Creativity Approach-Avoidance High Stress Confusion Conflict Undirected Energy NEUTRAL ZONE Source: Drake Beam Morin, Inc.

7 Building Critical Mass Passive Resisters Neither Support Passive Supporters Active Resisters nor Resist Active Supporters Source: Group for Organizational Effectiveness

8 Challenge the Process The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

9 Leading Change An 8-Stage Compelling Framework for Leading Change

10 Leading Change An 8-Stage Compelling Framework for Leading Change 1. Creating A Sense Of Urgency 2. Create A Guiding Coalition 3. Develop A Vision And A Strategy 4. Communicate The Change Vision 5. Empower Employees For Broad based Change 6. Generate Short term Wins 7. Consolidate Gains And Produce More Change 8. Anchor New Approaches In The Culture

11 Assessing Readiness for Change Making the Case Ensuring Success Do external conditions demand an immediate response? Is the organization in crisis? Is the case for change compelling? What are the opportunity costs? What systems will be needed to support and sustain change? What is the current change load? Will another change overload people? Are sponsors, agents, advocates prepared for their roles? How will the change mesh with current culture and values? Are leaders personally engaged in the change process and prepared for the consequences?

12 Problem: Driving Forces Restraining Forces Forces Favoring the Change Forces Resisting the Changed Equilibrium or Current Status

13 Challenge the Process The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

14 What is culture?

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16 The Dual Nature Of Culture Structural Aspects (formal, visible) Human Aspects (informal, invisible) Goals Products Structure Technology Financial Resources Policies & Procedures Roles & Responsibilities Rewards & Recognition Perceptions Attitudes Values Feelings Informal Interactions Group Norms The Organizational Iceberg

17 Persuasion vs. Influence Persuasion Persuasion is presenting a case or perspective in such a way as to sway the opinion of others, make people believe certain information, or motivate a decision Short term win Don t necessarily get buy in Influence Influence is having a vision of the optimum outcome for a situation or organization and then, without using force or coercion, motivating people to work together toward making the vision a reality. Long term win Engage heart and mind vs persuasion a critical distinction for leaders/

18 4 Culture Considerations: Leading Change 1. Have a clear vision of the future and understand how the culture needs to change to support the vision 2. Link the change to the culture by focusing on the behaviors of people; consider both visible and hidden elements of the culture 3. Understand how influence and persuasion skills help you advocate for change 4. Ensure your change plan includes: Executive Support, Training, Value and Belief Statements and Effective Communication

19 What Change Do You Want to Make?