Integrated Organizational Development The LIFO Method The Cultural Change Tool of Choice in the 21st

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Integrated Organizational DevelopmentThe LIFO
Method The Cultural Change Tool of Choice in
the 21st Century

• University of Texas
• at Dallas

UTD School of Management The Leadership Center
and Executive Education
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The University of Texas at Dallas The Leadership
Center and Executive Education
The University of Texas at Dallas School of
Managements Leadership Center and Executive
Education are strategic business and
people-solutions partners with extensive skills
in Organizational Effectiveness, Leadership
Development, Business Strategy and Large-Scale
Organizational Change Implementation. in
addition to world-class Executive Education

University of Texas at Dallas and
Business creating a competitive advantage for
our business partners
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Introduction Models and Tools
of Change Management

• 1. Definitions of Change and Management
• 2. Leadership Challenges of Change
• 3. Tools and Techniques to Effectively
• Implement Cultural Change
• The LIFO Method

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Definitions of Change

• Websters Dictionary - to put or take (a thing)
  in place of something else substitute for,
  replace with, or transfer to another of a similar
  kind.
• Synonym - change denotes a making of something
  distinctly different and implies either a radical
  transmutation of character or replacement with
  something else.

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Examples of Change in Organizations

• Structural Change - The Organization Chart
• Process Change - change the way we perform
  functions
• Technological Change - new tools for performing
  work
• Behavioral Change - altering the way people
  behave at work.

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Behavioral Change

• Structural, Process and Technological Change -
  all function to change behavior.
• Feedback - living systems require feedback as a
  means of adjustment and adaptation.
• So all change is focused on changing behaviors.
• Changing behavior is what makes change so
  difficult.

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Cultures are changed ...
Creating A Shared Need For Change
... incrementally
... radically
Near-term Vision
Long-term Vision
Transactional
Transformational
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Small Scale Change Operational Improvement

• Continuous Improvement of processes
• small scale incremental
• Re-engineering of a process
• small scale / transformational

Changing behavior is the ONLY effective way to
change cultures
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Leadership Challenges of Change

• Planned Change - anticipated and accumulated
  knowledge.
• Unplanned Change - unanticipated and knowledge
  often unavailable.

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Herbert Simon - 1987 - Nobel Laureate in Economics

• It is in fact, the Social Sciences that should be
  labeled the hard sciences.

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Behavioral Barriers to Change

• Fear and Anxiety
• Turf Protection
• Excessive Politics
• Excessive Game-playing
• Cynicism
• Weve Seen This Before
• Saboteurs

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Behavioral Barriers to Change

• Undiscussable Issues
• Weve Always Done It This Way
• Whats in It For Me? Wiifm
• Learned Incompetence
• Defensive Routines - It Cant Be My Fault!
• Excessive Self-interest

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Behavioral Barriers to Change

• Honest Disagreement
• Attributions About Peoples Motives
• Not Enough Time
• Excessive Competition
• Short-term Thinking
• Excessive Focus on The Bottom-line

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Leaderships Role in Driving Change

• Generating Trust
• Communicating a Coherent Vision of the Intended
  Change
• Ensuring the Vision Is Shared
• Communicate Reasons for Change
• Identifying and Leveraging Key Stakeholders

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Leaderships Role in Driving Change

• Fostering Cooperation and Team Building
• Generating Consensus
• Identifying Sources of Resistance
• Listening
• Managing the Stress
• Maintaining Openness

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Tools and Techniques For Effective Cultural
Change
The LIFO Method The tool of choice to change
cultures in the 21st century
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The LIFO MethodThe tool of choice in the 21st
century
Staying in the Productive Zone Tracking
Individual and Team Productivity
Doing Too Little
Doing Too Much
Least PreferredStrengths
Most Preferred Strengths
Just Enough
Do More
Do Less
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Tools and Techniques for Effective ChangeIn
Technical-Centric Environments

• The process of embedded change (embedded vs.
  temporary) is systematic
• The process begins with a vision that must be
  shared with all stakeholders and be reinforced
  throughout the process
• The single, most critical factor is helping
  people self-discover four key elements, all
  related to behavior
• The behavior you demonstrate is not universally
  perceived the same way you see it
• How you behave under favorable conditions may be
  far different from your behavior under adverse
  conditions
• Why people see you differently (verbal feedback
  from subordinates, peers, leaders)
• Why you should alter your behavior to accept the
  change in behavior

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The LIFO Feedback Process

• The process is reasonably easy to implement, with
  complexity coming in the subtleness of allowing
  the time and energy for reflection and open and
  frank discussions among the participants.
• There are five separate and distinct elements,
  following the completion of the LIFO Survey and
  facilitating the process of completing the pages
  contained in the LIFO workbooks. They include
  each participant performing the steps summarized
  on the following slides.

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Getting Ready

• Organize the participants into discussion groups,
  with 3 5 members per group. The members of each
  group should belong to the same functional team
  or work closely together if possible.
• Assign each discussion group to a separate table.

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The LIFO Feedback Process

• Each participant place a total of five red
  stickers on (INSIDE) the LIFO Strength Feedback
  Chart.
• Three must be placed in the MOST PREFERRED
  quadrant of the chart, with the remaining two
  placed against the two behavioral characteristics
  that best describe that individual under
  favorable conditions, regardless of the quadrant.

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The LIFO Feedback Process

• Each participant places their initials on three
  blue stickers for each table team member, not
  including their own.
• These must be placed on the OUTSIDE of the
  LIFO Strength Feedback Charts next to the three
  behavioral characteristics that best describe
  that individual under favorable conditions.

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The LIFO Feedback Process

• Each participant then initial three orange
  stickers for each sister team member, (table
  team closest to them) and place them on the
  OUTSIDE of the LIFO Strength Feedback Wall Chart
  next to the three behavioral characteristics that
  best describe that individual under favorable
  conditions.

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The LIFO Feedback Process

• Each participant then initials one yellow sticker
  for each participant in the room (except
  themselves).
• In clockwise order, they place one sticker
  for each participant on the OUTSIDE of the LIFO
  Strength Feedback Wall Chart that best describes
  this persons behavior under adverse or stressful
  conditions.
• People will often ask, what if I dont
  know this person well? Your response should be
  that first impressions are very often the most
  lasting, and also quite often correct.

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The LIFO Feedback Process

• 5. Each participant initial one green sticker
  for each table team member, and place it on the
  OUTSIDE of the LIFO Strength Feedback Wall Chart
  next to the one behavioral characteristic that
  you would most like to see more of from that
  individual.

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The LIFO Feedback Process

• At this point, a pattern has developed and its
  time to allow teams, pairs and small groups to
  provide feedback for why they provided a sticker
  against a particular behavioral characteristic.
• This feedback process is invaluable and helps the
  recipient to self discover the perception of
  their peers and others against their own
  perception of demonstrated behavior.
• An additional step in the overall process that
  helps optimize the results is to have
  participants take the LIFO Strength Feedback Wall
  Chart back to their workplace and ask that peers,
  subordinates and leaders place similar stickers
  on it. This tends to validate the controlled
  environment values realized, will facilitate
  further interest and tend to embed the cultural
  change deeper into the organization. We have also
  found that this last step tends to solidify the
  desire to modify behavior.

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Closing the Loop

• Another critical step in the process is to
  sustain the momentum of change. To do that
  successfully, leaders must create a learning
  organization destined for continuous improvement
• The recommended instrument to be used in
  this phase is Competency Modelinggain the
  respect of your people, document their career
  aspirations, identify the gaps and create
  learning interventions to close thema closed
  loop system!

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Organizational Change Key Points

Purpose
Awareness / Perception
LIFO Results / Feedback
Communication

Alignment, Trust Support
Accountability

Execution
Modify Behavior
Sustain Changes
The LIFO Method impacts each element of change
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Summary

• When instruments such as the LIFO Method are
  applied as an integral part of organizational
  culture change, particularly in tech-centric
  environments, the results are predictablebut
  only if the facilitator and leaders allow the
  time, space and tools for all to self discover
  the need to change
• The LIFO Method has been applied in many
  different change initiatives, and it continues to
  prove that when properly used, it is one of the
  most effective change tools on the market today
• The LIFO Method should be used as an integral
  part of a large-scale initiative for change, with
  the overall process well designed and tailored to
  the targeted organization
• Communication must be at the forefront of all
  change initiatives and leadership must persevere
  through all levels of resistance, regardless of
  where it comes from

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The Tools Vision, Process, Communication,
Perseverance, Attitude and Behavior

• The business that sustains successful change
  will have a competitive advantage in the 21st
  century

The leaders who enables cultural change through
the people will be most successful!
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Questions

• For additional assistance or clarification, Dr.
  Newstead may be contacted at either The
  University of Texas at Dallas at
• jrnewstead_at_utdallas.edu

My personal thank you to each of you for your
attention and interest in this topic