facing change in organizations
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Facing Change in OrganizationsTRANSCRIPT
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OPA Board RetreatSeptember 2013
Robin L. Graff-Reed, Ph.D
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“It is not the strongest of the species that survives, nor the
most intelligent that survives. It is the one that is the most
adaptable to change.”
Charles Darwin
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“They always say time changes things, but you
actually have to change them yourself.”
Andy Warhol
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Change would be easy if an organization were not made
up of people!
Anonymous
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Change is stressful – even positive change
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Change is stressful – even positive change
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Change is stressful – even positive change
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(Based on: Beckhard & Harris, 1987)
Defining the desired
FUTURE STATE
Describing the CURRENT
STATE
Facilitating & managing the
TRANSFORMATION STATE
Developing PLANS
to get from here to there:
Determining the work to be done
WHY CHANGE?
Determining the need for changeDetermining the degree of choice
about whether to change
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Determining WHY change is needed
• Determining WHAT to change
• Determining WHO to change
• Determining HOW to change
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“Before we build a better mousetrap, we need to find out if there are any mice out
there.”
Yogi Berra
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• Are there serious risks if we do NOT change?
• Are there serious risks if we DO change?
• Can we make sufficient time to search for and deliberate about an optimal strategy for planning and managing the change?
• Can we take the risk of offering alternatives that differ from leaders’ apparent preferences?
(Janis, 1989)
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The first step in any innovative
process is an ACT OF DESTRUCTION
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Complex systems change is experienced by some
involved parties as a threat of destruction of familiar,
comfortable conditions where they felt competent and
confident
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• Compelling, attractive, desirable
• Achievable, realistic
• Understandable
• Meaningful to champions, planners, implementers, affected parties
• Beneficial to organization, subsystems, stakeholders, individual employees
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• How is the Current State different from the Desired State?
• How is the Current State similar to the Desired State?
• What resources that are needed to achieve Desired State are already present?
• What requisite resources are missing?
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• Single or mixed strategy
• Action steps
• Responsible parties
• Time lines
• Resource allocation
• Project management
• Cost and schedule management
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Communicate!
Communicate!
Communicate!
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Change Styles
ConserversPragmatistsOriginators
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Conservers◦ Deliberate, disciplined, and organized
◦ Prefer change that maintains the current structure
◦ Enjoy predictability◦ Honor tradition and established practice
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Pragmatists◦Practical, agreeable, flexible◦Prefer workable outcomes◦More focused on results than structure
◦Open to both sides of an argument
◦More team-oriented
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Originators◦ Challenge the current
structure◦ Challenge accepted assumptions
◦ May be impractical◦ Visionary
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The Change Agents
◦Articulate the need for change◦Are accepted as trustworthy and competent
◦Can take multiple perspectives◦Motivate people to change
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The Resistors
◦Active or Passive◦Always see change as a potential loss
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Change masters have dealt with resisters in different ways over the years.
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Better ways:
◦Start by identifying people who have something to lose and try to anticipate how they will respond
◦Learn from the resisters…they may have a point!
◦Communicate the “why” of change to potential resisters
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◦Emphasize the benefits of change to potential resisters
◦Help resisters find new roles
◦Remember that loss of control encourages resistance. Make potential resisters active partners in the change program
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Change and the process of changing create uncertainty
that is experienced as a threat and is felt at individual
cognitive, organizational, and political levels -- simultaneously
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Remember the WIIFM Principle
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Direct the Rider
Motivate the Elephant
Shape the Path
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How many psychologists does it take to change a
light bulb?
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Planning Phase Planning occurs before implementing change. Understand the impetus for change (opportunity, crisis,
etc.). Develop the mission, vision, and strategies to achieve
change.◦ Is the need for change clear? …compelling? …shared?
Secure leadership commitment to change (partners in change).
Mobilize energy by communicating the vision with staff.Address Reactions of Uncertainty/Hesitation
◦ Connect the vision for change to what people value.◦ Use data, stories, and emotional appeal to communicate
need.35
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Implementing Phase Start change at the periphery. Communicate the change – what is the
destination and why is it worth it. Reinforce a supportive culture of change.
◦ Ensure a psychologically safe workplace for staff to express concerns
◦ Help staff build the capabilities to implement change◦ Engage staff in implementing change and in sharing the vision
Address Reactions of Doubt and Resistance◦ Communicate at all levels of the organization. Ask for
input. Use it.◦ Listen and understand objections. Hold people
accountable.◦ Break down the change into small steps (specific actions vs. ‘big
picture’).
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Enhancing Phase Recognize and reward employees
helping to implement change. Continue to mobilize (and communicate) energy and
support. Celebrate improving positive outcomes (performance,
relationships). Continue to eliminate barriers Move Reactions Toward Acceptance
◦ Provide staff with the systems or resources to support change.
◦ Mobilize leadership in modeling positive change behaviors.◦ Communicate positive changes through feedback on
relationships, functions, and performance.
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Sustaining Phase Institutionalize success by making
connections between new behaviors and organizational success.
Monitor change and adjust strategies, as needed. Continue to build and encourage positive habitsMove Reactions Toward Engagement
◦ Use performance measurements and accountability systems to provide feedback on change.
◦ Stay engaged with those affected by the change – seek to improve.
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http://www.youtube.com/watch?v=fW8amMCVAJQ
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Beckhard, R., & Harris, R.T. (1987), Organizational transitions: Managing complex change, 2nd ed. Reading, MA: Addison-Wesley.
Freedman, A.M. (1997). The undiscussable sides of implementing transformational change. Consulting Psychology Journal, 49(1), 51-76.
Janis, I.L. (1989). Crucial decision: Leadership in policymaking and crisis management. New York: The Free Press
Kotter, J.P. (1996). Leading Change. Harvard Business School Press. Kotter, J.P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard
Business Review, Januay 2007. Yukl, G., Falbe, C. M., & Allen, J. (2001). Patterns of influence behavior for managers.
Group & Organization Management, 18, 5-28.