AAP Fellows ConferenceJennifer Maniscalco, Mary Ottolini

Challenge the Process

The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

Let’s Play a Game

An Organizational View of Change

Current Expectations

Relative “Stability”

Current Expectations

Relative “Stability”

Uncertainty

Uncomfortable

Unfreezing

Uncertainty

Uncomfortable

Unfreezing

Desired Outcomes

New Expectations

Desired Outcomes

New Expectations

Current State

Transition State

Preferred State

Source: Group for Organizational Effectiveness

Source: Drake Beam Morin, Inc.

ENDINGS

DenialAnxiety

Shock

ConfusionResignation

Fear

AngerImpatience

Acceptance

Realization of LossFrustration CreativityApproach-Avoidance High StressConfusion Conflict

Undirected Energy

NEUTRAL ZONE

BEGINNINGS

EnthusiasmTrusting

Excitement

Relief/Anxiety

Hopeful/Skeptical

Three Phases of Individual Transition

Building Critical Mass

Active Supporters

Active Resisters

Neither Support

nor Resist

Passive Resisters Passive

Supporters

Source: Group for Organizational Effectiveness

Challenge the Process

The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

Leading ChangeAn 8-Stage Compelling Framework for Leading Change

https://www.youtube.com/watch?t=20&v=9QA7Mvu2QDE

Leading ChangeAn 8-Stage Compelling Framework for Leading Change

1. Creating A Sense Of Urgency2. Create A Guiding Coalition3. Develop A Vision And A Strategy4. Communicate The Change Vision5. Empower Employees For Broad‐based 

Change6. Generate Short‐term Wins7. Consolidate Gains And Produce More 

Change8. Anchor New Approaches In The Culture

Assessing Readiness for Change

Making the Case

•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?

Ensuring Success

•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?

Problem:Driving Forces Restraining Forces

Forces Favoring the Change Forces Resisting the Changed

Equilibrium or Current Status

Challenge the Process

The Dynamics of Change & Transition Preparing for Change Implementation The Impact of Culture on Change

What is culture?

GoalsProductsStructure

TechnologyFinancial Resources

Policies & ProceduresRoles & ResponsibilitiesRewards & Recognition

The Organizational

Iceberg

Structural Aspects(formal, visible)

Human Aspects

(informal, invisible)

PerceptionsAttitudes

ValuesFeelings

Informal InteractionsGroup Norms

The Dual Nature Of Culture

Persuasion vs. Influence

PersuasionPersuasion 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

InfluenceInfluence 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

https://nicoledefalco.wordpress.com/2009/10/29/influence‐vs‐persuasion‐a‐critical‐distinction‐for‐leaders/

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

What Change DoYou Want to Make?