change by design – not by default suzan swanton, lcsw-c central east addiction technology transfer...
TRANSCRIPT
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CHANGE BY DESIGN – NOT BY DEFAULT
Suzan Swanton, LCSW-CCentral East Addiction
Technology Transfer [email protected]
240.645.1147
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CHANGING BY DESIGN NOT DEFAULT
In the following, pages [slides], I offer nothing more than simple facts, plain arguments and common sense; and have no other preliminaries to settle with the reader [listener], other than that he will divest himself of prejudice and prepossession, and suffer his reason and his feelings to determine for themselves;….and generously enlarge his view beyond the present day.
Thomas Paine, Common Sense
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WORKSHOP DESIGN Establish Premise Review contribution of leadership to
change Review contribution of staff to
change Review steps to become a learning
organization Review of factors that influence the
change process
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CHANGE BY DESIGN –NOT BY DEFAULT
Workshop Design:
PREMISE: Change is constant and organizations can learn
how to successfully negotiate and implement it
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CHANGING BY DESIGN – NOT BY DEFAULT
Change is constant Organizations should always be
“in training” to change Leaders must create a culture
where people learn to change effectively and efficiently
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CHANGING BY DESIGN – NOT BY DEFAULT
Staffs must have on-going opportunities to practice changing skills
Staffs must feel safe to be creative, to debate, to raise issues, to question status quo
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CHANGING BY DESIGN – NOT BY DEFAULT
Staffs must experience change as a natural process of growth and striving for excellence.
Staffs must feel respected for their contributions
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CHANGE BY DESIGN – NOT BY DEFAULT
Being “primed” for change depends on the: Leadership style Valuing the contributions of staff
as individuals and a group/team Knowledge of the change process
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CHANGE BY DESIGN – NOT BY DEFAULT
Workshop Design:
CONTRIBUTIONS OF LEADERSHIP TO CHANGE
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CHANGE BY DESIGN – NOT BY DEFAULT
A great leader has the ability to instill within her
people confidence in themselves
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GOOD TO GREAT Analysis of companies that went from
good to great with those who failed to make leap
Goal was to discover the essential and distinguishing characteristics
Isolated six characteristics.
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GOOD TO GREAT Distinguishing characteristics of the
“good to great” companies: Level 5 Leadership First Who…Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators
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LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Humility
“I never stopped trying to become qualified for the job”
“You can accomplish anything in life, provided that you don not mind who gets the credit.”
“We” centric, not “I” centric mind set
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LEVEL 5 LEADERSHIP Charismatic and self-important leaders can
retard companies ability to change Leaders need to:
Develop the leaders around you Build a culture of learning, teamwork, and
mutual respect Create an safe and creative environment
conducive to productive disagreement Need to be committed to personal growth
and enhancing relationship skills.
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LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Will
Not just humility but will to move toward excellence
Walk the talk continually
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LEVEL 5 LEADERSHIP
The worst leader, the people fear.The next best leader, the people pay.The next best leader, the people love.The best leader, the people think they
did it themselves.
Tao Te Ching
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FIRST WHO…THAN WHAT
First be concerned with who is on your bus and with what you are going to do
When you know you need to make a people change, act
The right people: People who can argue and debate, and then unify once decision is made
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CONFRONT THE BRUTAL FACTS
Great companies continually review the brutal facts to refine their vision and goals
Staff must feel safe to bring the “brutal facts” of reality to the leader
“There must be a climate where the truth is heard”
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A CLIMATE WHERE TRUTH IS HEARD
Lead with questions not answers
Engage in dialogue and debate not coercion
Conduct autopsies without blame
Red flag mechanism
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CHANGE BY DESIGN – NOT BY DEFAULT
When tempted to tell, ask
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DEVELOPING THE LEADERS AROUND YOU
What are the characteristics of
good leaders?
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CHANGE BY DESIGN – NOT BY DEFAULT
It takes a leader with vision to see the future leader
within the person
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CHANGE BY DESIGN – NOT BY DEFAULT
Workshop Design:
CONTRIBUTIONS OF STAFF TO THE CHANGE PROCESS
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
A group decision is superior to one made by the smartest individual in the group.
Shift from “hired hands” paradigm to seeing staff as most important resource.
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
Creating a team spirit is useful: If you want staff to take responsibility for
quality and productivity If you want to reduce costs If you want to serve you customers
better If the work requires judgment If the work requires a variety of activities If the work requires a range of skills.
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CHANGE BY DESIGN – NOT BY DEFAULT
“Leadership is not something you do to
people. It is something you do with people.”
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USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY
Make use of staff as a team Coach staff in team skills Celebrate and encourage
change agents
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USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY
Empower your staffs
Empowerment is the process of helping the right people make the right decision for the right reasons
Everyone is a manager responsible for quality.
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
A team is a group of people working together toward a specific objectives
Teams/Staff that are functional and empowered: Pool abilities and focus energies on the
tasks /areas that need attention at any given moment
Provide more capable and flexible coverage of organizations needs.
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
Using team work in day to day operations, builds a staff trained To problem solve, To lead, To scan environment for enhancement
opportunities and problem resolutions. To learn quickly, stop on a dime and
change
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
Role of the Successful Manager: Coordinates Activities Advises on Problems and
Opportunities Provides Resources Coaches on Problem Solving Assists in Implementation Provides informal and formal
recognition
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CHANGE BY DESIGN – NOT BY DEFAULT
The first responsibility of a good leader
is to define reality andthe last is
to say “thank you”.
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STAFF AS A TEAM
What are the characteristics
of a good team player?
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TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES
What are the characteristics
of an effective coach?
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LEADER AS TEAM COACH Coaching
Make sure staff members are prepared
Create a positive atmosphere Demonstrate or clearly describe
desired performance Observe player performing activity Follow-up / Feedback
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PARADIGM SHIFT Boss
Talks a lot Tells Fixes Presumes Seeks control Orders Works on Assigns blame Keeps distant
Coaches Listens a lot Asks Prevents Explores Seeks commitment Challenges Works with Takes responsibility Makes contact
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CHANGE BY DESIGN – NOT BY DEFAULT
Guidance without interference is the primal virtue
Tao Te Ching
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CHANGE BY DESIGN – NOT BY DEFAULT
Workshop Design:
BECOMING A LEARNING ORGANIZATION
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BECOMING A LEARNING ORGANIZATIONS
Assess your learning culture Promote the positive Make the workplace safe for thinking Reward risk-taking Help people become resources for
each other Put learning power to work
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BECOMING A LEARNING ORGANIZATIONS
Map out a vision Bring the vision to life Connect all the systems Get the show on the road
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CHANGE BY DESIGN – NOT BY DEFAULT
Nothing is worse for an organization
then a good idea put into practice badly
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CHANGE BY DESIGN – NOT BY DEFAULT
Workship Design:
THE CHANGE PROCESS
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Change Initiatives Must Be . . .
• Relevant• Timely• Clear• Credible
• Multifaceted• Continuous• Bi-directional
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Change Initiatives must address:
Multiple levels of the organization including: Program/organizational level Practitioner/clinical level Client/patient level
p. 27
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The Stages of Change
Pre-contemplation not thinking about change –
everything is working like it is suppose to
Contemplation thinking about change but ambivalent
– are things really that bad?
P. 20/28/52
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The Stages of Change
Preparation getting ready to change but not quite
ready to act
Action actively changing
Maintenance made change and trying to maintain it
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The Steps
Steps listed in The Change Book provide guidelines for each aspect of the design, development, implementation evaluation and revision of your change initiative
P. 9/13
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Minimizing Resistance
Directly address resistance Discuss pro’s and con’s openly Provide incentives and rewards Celebrate small victories
P. 21
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Minimizing Resistance
Actively involve as many people as possible
Emphasize that feedback will shape the change process; it is bi-directional
Use opinion leaders and early adopters
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Minimizing Resistance
Listen to fears and concerns Educate and communicate Develop realistic goals Actively listen to resistors
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REFERENCES
1. Blanchard, Ken. The Heart of a Leader: Insights on the Art of Influence. Tulsa: Honor Books, 1999.
2. Collins, Jim. Good to Great. New York: Harper Collins Publishers, 2001
3. Goleman, Daniel, Boyatzis, Richard, McKee, Annie. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press, 2002.
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REFERENCES4. Holp, Lawrence. Managing Teams. New
York: McGraw Hill, 1999.5. Kline, Peter and Saunders, Bernard. Ten
Steps to A Learning Organization. Arlington: Great Ocean Publishers, 1993.
6. Maxwell, John C. Developing the Leaders Around You. Nashville: Thomas Nelson Publishers, 1995.
7. ____. The 21 Indispensable Qualities of A Leader: Becoming the Person Others Will Want to Follow. Nashville: Thomas Nelson Publishers, 1999.