Leading Through Change

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Leading Through Change

• Britt Andreatta, Ph.D.

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Just when the caterpillarthought the world was
over,it became a butterfly.
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Why Study Change?

• Successful organizations must continually change
• Change will impact the members of an
  organization impact will be positive or
  negative
• Leaders can and should facilitate the process
• Effective facilitation can maximize success for
  both organization and people

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Change (Really) Is Everywhere

• If youre in a bad situation, dont worry, itll
  change. If youre in a good situation, dont
  worry, itll change.
• Vanilla Sky, 2001
• He who rejects change is the architect of
  decay.  The only human institution which rejects
  progress is the cemetery.  Harold Wilson
• Every passing moment is a chance to turn it all
  around.
• John A. Simone, Sr.

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Know Change, Know Success

• Growth is the only evidence of life. John
  Henry Newman,
• It is not necessary to change.  Survival is not
  mandatory.
• W. Edwards Deming 
• Those who expect moments of change to be
  comfortable and free of conflict have not learned
  their history.
• Joan Wallach Scott

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35 Years of Change

• 1976 50,000 computers existed
• 1996 50,000 computers installed daily
• 1999-2002 New stored information grew about 30
  a year
• 2003 The WWW contained about 170 terabytes of
  information on it surface17x size of Library of
  Congress print collections
• 2003 About 5 billion instant messages (IM)
  generated/day
• 2007 233 million people in the US have
  cell-phone service
• 2010 iPad hits the market, along with kinetic
  batteries, body tracking gaming devices, and 3D
  television
• 2013 iPhone 5 is 20 lighter thinner than
  iPhone 4S, putting massive computing power in our
  pockets

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Lets say youre going to a party, so you pull
out some pocket change and buy a little greeting
card that plays Happy Birthday when its opened

• After the party, someone casually tosses the
  card into the trash
• throwing away more computer power than existed in
  the entire world before 1950.
• John Huey, Fortune (1994)

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The New Frontier

• By 1991, nearly 1 out of 3 American workers
  had been with their employer for less than a
  yearGoing, if not yet gone, are the 9-5
  workdays, lifetime jobs, predictable,
  hierarchical relationships, corporate culture
  security blanketsConstant training,
  retraining, job-hopping, and even career-hopping,
  will become the norm
• Mary OHara-Devereaux Robert Johansen,
• Global Work Bridging Distance, Culture and Time

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OrganizedChangeProcess
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Styles for Driving Change
PUSH
PULL
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Change / Transition

• For our discussion of leading through change, we
  see
• Change as a structural, unemotional process
• Lamar is promoted to Vice President, Sales
• Job description
• Organizational chart
• Transition as a psychological process involving
  the intellect and emotions
• Lamar is thrilled to be promoted so highly
• He is very sentimental about her old co-workers
  and surroundings

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The Change Curve

• Four stages
• Status quo
• Disruption
• Exploration
• Rebuilding

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Kubler-Ross Change Curve
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Symptoms of Change

• Possible emotional reactions to change
• fear hope anxiety relief
• happiness anger sadness denial
• exhilaration worry disbelief
• Change is Work
• Still, change has myriad positive and appropriate
  applications

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Effective Change Management
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Why do People Change?
CfDxVxFgtPC
Jeff Evans, Ph.D., The Gaian Group
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Motivation to Change

• People inherently do not resist change. They do
  strongly resist being changed. Dont try to
  implement change yourself motivate others to
  change themselves.
• Create dissatisfaction with the status quo. If
  people see a better possible state and a feasible
  path to achieve it, they will become dissatisfied
  with their present one.

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Change Readiness

• Seven traits of change readiness
• Resourcefulness
• Optimism
• Adventurousness
• Drive
• Adaptability
• Confidence
• Tolerance for ambiguity

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Styles of Change Response
Conservers Pragmatists Originators
Accept structure Prefer retaining existing systems and paradigms Prefer gradual change May appear cautious and inflexible but do ask the hard, detailed questions Explore structure Operate as mediators and catalysts Prefer change that best serves the function May appear reasonable, practical and flexible but also noncommittal Challenge the structure Enjoy risk and uncertainty Prefer quicker, more expansive and radical change May appear disorganized and undisciplined but are original thinkers

• Continuum of change responses
• How to best manage the interactions of styles?

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Bridges Three-Phase Model

• William Bridges, Ph.D.,
• Academic, Author, Consultant
• Created 3-phase model for managing change
• Endings
• Neutral zone
• New beginnings

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Phase I Endings

• Traditional behaviors must end in order to adopt
  new ones.
• The Four Ds of Enddddings
• Disengagement
• Disidentification
• Disenchantment
• Disorientation

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Phase I Endings

• As an individual yourself
• Step back and look at the big picture
• Consider what you will have to let go of
• Allow yourself to go through mourning

• As a leader
• Mark endings with an event or action
• Acknowledge individual resistance or loss
• Talk about future opportunities
• Summarize the past with its accomplishments
  attempt to create a sense of closure

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Phase II Neutral Zone

• Its like being between trapezes.

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Phase II Neutral Zone

• As an individual yourself
• Recognize phase symptoms (confusion,
  contradicting feelings) in self
• Take retreat to identify realistic goals based on
  ability and resources
• Set some realistic, short-term goals

• As a leader
• Recognize and allow phase symptoms in others
• Continue to celebrate the value of the past and
  future
• Allow individuals to learn from mistakes
• Provide opportunities for creative ideas to
  emerge from staff

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Phase III New Beginnings

• Readiness to embrace new behaviors and
  experiences.
• The Four Ps of New Beginnings
• Purpose
• Picture
• Plan
• Part

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Phase III New Beginnings

• As an individual yourself
• Start doing things differentlyeverywhere
• Challenge nay-sayers with, Why not?
• Creatively look at issues and problems

• As a leader
• Follow the Four Ps
• Practice integrity. Walk your talk!
• Celebrate the successes including the small tasks

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Net Effect of Change

• Change, even positive, is stressful
• Stress Index
• Quantity and pace
• Assess the net effect of change
• Mitigate the effects where possible

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Change Killers

1. culture
2. commitment
3. sponsorship
4. change leadership team
5. communication
6. urgency
7. Vision

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Change Killers

1. plan
2. budget
3. trainer
4. incentive
5. performance management
6. accountability

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Leading Through Change

• Accept that successful change requires management
  
• Engage in intentional change design process
• Understand the difference between change and
  transition and tend to psychological response
• Choose appropriate style for driving change
• Harness peoples motivation for change

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Leading Through Change

• Assess change readiness
• Tend to interactions of peoples response to
  change
• Facilitate the phases of change
• Assess and mitigate net effect of change
• Address change killers

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Leading Through Change

• Listen to keep your fingers on the pulse
• Communicate honestly and frequently
• Understand and commit to the reasons for change
• Serve with integrity
• Serve as a visible role-model
• Do not make promises beyond your means