The Change Environment

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The Secret to Successful Change Management
Transforming Resistance Into Engagement
Donald J. Minnick, Ph.D. Interpersonal Skills
Laboratory, LLC www.interpersonalskillslab.com 281
.923.1270
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Its not the strongest of the species that
survive, nor the most intelligent. but the one
most responsive to change.
Charles Darwin never said anything about the
survival of the fittest. It always angered him
that he was misquoted.
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If you dont Like change, youre going to like
irrelevance even less..
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The Change Environment
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Why Do WE Resist Change ?

• We overvalue what we have .
• We undervalue what we stand to gain .

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Im all for progress. its change I object
to. Mark Twain
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Resistance to change is like a cork. You can
submerge it with some effort .. but
once you let go, it immediately
pops to the surface.
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The Proven Formula to Successfully Manage
Resistance to Change

• D x V x FS gt RESISTANCE

D Felt Dissatisfaction..
V a Vision of what we need...
FS system-wide First Steps.
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Felt Dissatisfaction the impetus for engagement
Turn up the heat.. and people shed their
coats.
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Heighten Dissatisfaction with The Way Things Are

• Create a sense of urgency

• Publicize the pressures for change

• Reference deadlines / potential adverse
• consequences if the change does not occur

• Straight-forward, honest talk

• Collect and publish relevant data

• Show gaps between current and desired state

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Change is like climbing a mountain
Before you start.. you better know how
long and steep the climb will be..
Mt. McKinley
Mt. Kilimanjaro
Mt. Everest
Mt. Bonnell
Confront the most brutal facts of your current
reality whatever they might be.
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Create an Inspiring and Transforming Vision
"PowerPoint presentations never get standing
ovations...."
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How to Cast a Clear Inspiring Vision
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How to Make a Vision Inspirational

• Paint a picture that connects to shared values
• Make it a rallying point
• Keep it alive and present through consistent and
  clear communication .

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If your Vision is filled with words
like respond and react . the
organizations actions will follow
this passive approach. Make your Vision so
compelling people want to take Action.
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First Steps
"Nobody ever washed a rental car"
Create ownership of change system-wide
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Create a Sense of Ownership
Steve Jobs had the original members of the
Macintosh team engrave their names on the
computers case. The first one-million
Macintoshes went out the door with those names
permanently inside.
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What are System-Wide First Steps..?

• Involve all those affected in planning the change
• Persistently / persuasively communicate the
  change
• ( - Like toxic mold RESISTANCE grows in the
  dark - )
• Intellectually stimulate the organization
• Help all levels to identify problems and bring
  solutions
• Help all levels begin to recognize opportunities

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Organization Culture Eats Change
Initiatives for Breakfast
If your company has trouble making change
stick the first place to look is your company
culture
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The Engagement Transformation
Us
Operating Style
We
Me
I
A Failure at Any Level .. is a Failure for the
Whole Organization
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How to Make Change Stick ..

• Fully Involve Everyone in the Challenges
• Lead in a way that stresses the urgency of the
  change
• Straightforward honest talk .
• Set challenging performance goals that stretch
  everyone

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How to Make Change Stick ..

• Create a Learning Organization

• Capture and share information that
• increases organizational knowledge

- Transformation not Petrification -

• Continuous FeedbackAfter Action Reviews

• Reinforce opportunity-thinking

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The Change-Embracing Employee
Realistic
Eager for Improvement
Idea-Person
Restless
Effective Communicator
Attentive Listener
Good Collaborator
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Change-Hardy dialogue is about
The right people..
having the right conversations..
about the right things..
at the right time.
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How to Successfully Manage Resistance to Change

• Felt Dissatisfaction with the way things are
• X
• the compelling Vision
  
• X
• System-wide First Steps
• (DESTROYS)
• V
• RESISTANCE

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Additional Change Models
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Types of Change Programs Needed for Different
System Conditions
HI
Maintenance
Quick Response
Readiness
Aggressive
Crisis
LO
Urgency
LO
HI
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The Emotional Cycle of Change
III. Hopeful Realism (Hope)
II. Informed Pessimism (Doubt)
IV. Informed Optimism (Confidence)
Public
Pessimism
Private
V. Rewarding Completion (Satisfaction)
I. Uninformed Optimism (Certainty)
Time