Managing change,inside and out

Andrew Careaga | Missouri University of Science and TechnologyAggregate Conference – Louisville| September 30, 2014@andrewcareaga | #GGRGT

Photo: “I Ching,” by Ross Griff, www.flickr.com/photos/rossaroni

HOW ...can we manage change?

We can’t

j/k (sorta)

‘No man ever steps in the same river twice.’

Heraclitus

‘It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.’

Charles Darwin

The only person who likes change is a wet baby.

Attributed to Mark Twain

Why do we fear change?freedigitalphotos.net

From smooth rowing…

… to ‘permanent white water’

In 2014 …

What changes have you experienced…

• In your own organization?

• In your department or division?

• In your life?

CSI: the Change Style Indicator

W. Christopher Musselwhite & Robyn Ingram

Helps us understand:

Our own reactions to change How others react to change No right or wrong, ‘better’ or

‘worse’ style

Adapted from “Leading Change,” University of Missouri Administrative Leadership Program

The three change styles

Conservers Pragmatists

Originators

Traditionalists Mediators Change agents

Accept the structure

Explore the structure

Challenge the structure

Prefer incremental change

Prefer functional change

Prefer expansive change

Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

Change and the Conserver

Deliberate, disciplined, organized

Operates from conventional assumptions

Enjoys predictability

Appears cautious, inflexible

Honors tradition and established practice

The Conserver at work Secure environment No unexpected

disruptions, surprises Disciplined and

organized Attends to details and

facts Prefers tested, proven

solutions Prefers to involve

groups in decision-making, problem-solving

Change and the Pragmatist

Practical, agreeable, flexible

Operates as mediator and catalyst for understanding

Open to both sides of an argument

Middle-of-the-road approach

Team-oriented

The Pragmatist at work Peacemakers,

‘middle-of-the-roaders’

Reasonable, practical Agreeable, flexible Team-oriented Mediators Likes an action-

oriented workplace Harmonious,

participative atmosphere

Change and the Originator

Appears undisciplined, unconventional, spontaneous

Prefers change that challenges current structure

Challenges accepted assumptions

Enjoys risk and uncertainty

May be impractical, miss important details

Appears visionary, systemic

Little regard for accepted procedures

The Originator at work Prefers quick,

expansive change Change agent Loathes repetitive tasks May appear

undisciplined, unconventional

Challenges existing assumptions, rules, regulations

Regarded as visionary, “out of the box”

Idea people

‘I like things to happen. And if

they don’t happen, I like to

make them happen.’

Winston Churchill

Perceptions: conservers and originators

Conservers see originators as:

Originators see conservers as:

Divisive, impulsive Lacking appreciation

of tested ways of getting things done

Starting but not finishing projects

Not interested in follow through Wanting change for

change’ sake Not understanding

how things get done

Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas

Perceptions of the pragmatists

Conservers and originators see pragmatists as: Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team

needs

Collaboration: can wereally all work together?

Conservers Pragmatists Originators

Prefer to keep current structure operating smoothly

Prefer balanced inquiry

Prefer to challenge accepted structure

Focus on relationships

Focus on shared objectives

Focus on the task

Encourage building on what is already working

Encourage looking at the current circumstances

Encourage exploring new possibilities

Change and the creative process

Originators Pragmatists Conservers

Inspiration Perspiration Verification

Conceptualize Concretize Refine

Initiate Implement Follow through

Incubation Inspiration Perspiration Verification

Roles in the creative process

Relating theory to reality

Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator)

What would have changed if…

How could communication among team members have been approved?

Advantages or limitations to communications approaches?

What ideas would have the best chance of succeeding?

Change means…

Conflict Challenging assumptions Team building Working in the public realm Transformation Self-control Education

Change will occur if A <BCD

A = Benefit of status quoB = Pain of maintaining status quoC = Vision of something betterD = Small steps toward change

The 20-60-20 rule

20% want change no matter what

60% waiting to see focus here

20% will fight you no matter what

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For Undecided Against

‘The Middle Manager’s Dilemma’*

Leading change imposed from above Reflect before you act

Acknowledge your own feelings Learn all you can before talking to your

team Be professional

Influence decision-makers Use the type of data that is important to

your boss Offer ways to make the change successful Use humor Pick your battles* Title of book by Rick Maurer

Get your team involved Build trust (trust = integrity + competence) Find ways to make the change your own Establish common ground Develop a strategy that attends to both

people and the project Build strategic alliances

Be yourself Do things to prove reliability over time with

stakeholders

Leading change imposed from above

‘The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.’

John KotterSource: David Pohl, "Change or Die," Fast Company, May 2005

(www.fastcompany.com/magazine/94/open_change-or-die.html).

Change is inevitable – except from a vending machine.

Author unknown