Overcoming Resistance to Change On the Way to HSF

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Overcoming Resistance to Change On the Way to HSF

• Dennis Bradley
• Founder, VP of Business Development

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Our Map

• Understanding the Behavioral Patterns
• Plan the Change
• Create the Future

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Resistance to change

• What needs to be overcome?

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Why Im behaving like this

• A demand placed upon us creates tension
• Basic principle in Nature Tension seeks
  resolution
• Tension drives us to take action to gain relief

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Tension makers

• Goals and aspirations vs. the present state
• Sales versus capacity
• Orders and requirements versus perceived
  capability
• Workload versus budget

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More Tension Makers

• Creativity growth versus stability
• Organizational agility versus Mgt. control
• Decentralization versus centralization
• Dissatisfactory condition versus unknown
• Threats and our survival instinct

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Survival Instinct

• It used to be survival hinged on food, sex,
  shelter, and good hunting grounds. Survival
  threats were lions, tigers, bears, natural
  disasters
• Over time, through the course of neuro
  association, self image got mixed in with the
  survival programming
• Triggers the same behavior to deal with threats
  to our self-esteem as it did to the threats of
  lions and tigers. Its our psychological
  survival that is threatened. Likely reaction
  Aggression

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A Human Activity System
Your Company
Input
C
Output
Human Resources Materials Technology Financing Ord
ers Feedback Regulations
Products Services
Feedback
A system is a network of interdependent
components that work together to try to
accomplish the aim of the system
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Organizational Structure

• Individual elements or parts (people, resources,
  aspirations, market trends, levels of competence,
  reward systems, departmental requirements, etc.)
  that impact each other by the relationships they
  form.
• A structural relationship is one in which the
  various parts act upon each other, and generate
  particular types of behavior.
• Structural laws govern the behavior of the
  organization.

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Tension, Conflict, Resolution

• When positions are taken combatants get locked
  into either or thinking
• Successfully reduce an infinite number of
  considerations down to two!
• A win lose conclusion is most likely

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The Effect

• In a recent survey by polling company Harris
  Interactive, only 15 of employees said that
  upper management actively supports the goals of
  their work team... only 37 had a solid
  understanding of what the organization is trying
  to achieve and why... and only 41 of workers
  said that their jobs tap into the best of their
  talents.
• The Eighth Habit Steven Covey

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The Antidote

• Human behavior is understandable and the path it
  takes need not be random or driven by fear.
• Manage the context within which the content of
  work is done to ensure meaning, value, and
  fulfillment.

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Behavior Modification
Antecedent Conditions-
-Contingent Consequences
The Behavior
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Planning the Change

• People wake up in the morning wanting to do good
  work.
• Whatever behavior youre getting is just what is
  supposed to be happening.
• Want different behavior? Change the conditions
  that are triggering the behavior youre getting.

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Plan, Do, Study, ActAction Research

• Define improvement opportunity
• Collect facts
• Determine present baselines
• Form improvement hypothesis
• Scope, Schedule, Resources

• Adopt and preserve change, and/or
• Identify learning
• Revise plan

Plan
Act
Do
Study

• Collect data
• Analyze effect

• Take action
• Implement improvements

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A Blueprint for Change

• Quality Management System
• Management Responsibility
• Resource Management
• Product Realization
• Measurement, Analysis and Improvement
• Gap Assessment
• Executive knowledge, Customer requirements,
  Design Process, Supply chain, Material Mgt.,
  Operations, Finished Goods Management, Internal
  Training.
• QC 080000 IECQ HSPM