Post on 22-Nov-2014
description
The Nature of Change
Presented by: Marty Murphy, CPCU
Senior Partner, Exceleration Partners Principal, MEMurphy Consulting
MEMurphy
consulting coaching - training - consulting
Learning Objectives
• Understand the nature of change.
• Recognize what holds us back from change
• Review the being states that set the groundwork for change.
• Identify ways to move ahead with change.
• As a leader, find ways to get your team to execute change.
Change Concepts
• “Dealing With Change” approaches. – Denial, Anger, Bargaining, Depression, Acceptance (5-Stages) —
Kubler-Ross
– Endings, Neutral, New Beginnings (Transitions)—Bridges
– Anticipated Transition, Unanticipated Transition, Non-Event Transitions (Adaptive Transitions) — Schlossberg
– Pre-contemplation, Contemplation, Preparation, Action, Maintenance (Transtheoretical Model)—Prochaska and DiClimente
• Today’s concept:
– Mastering Change--T. Falcon Napier, Tension Management Institute
Are humans by nature resistant to change?
Is our belief about a resistance to change….
--Unknown
We Always Seek Change
DATE.
Get a job.
Workout.
Change careers.
Ge
t a
ne
w h
air
cut.
.
Change Is The Central Activity of the Human Experience
--Charles Darwin, 1859
--Steven Hawkins, 1989
--The Borg, Stardate 42761.3
The Change Process
1. Evaluate the situation:
– Safe? Secure? Happy? Healthy?
2. Implement a change.
3. Assess the results.
Change Is Actually
• The central activity of the human experience.
• The heart of every relationship.
Humans are influential by nature.
Everyone Wants You to Change
• Your parents
• Your teachers
• Advertisers
• Politicians
• Every person you’ve ever dated
• Your manager
• Your spouse
• Your friends
• The Surgeon General
• Charities
• Your co-workers
• Your Children
• Your Neighbors
• The Government
• The clergy
• Your siblings
• Your pets
You Want Everybody to Change
• Your parents
• Your teachers
• Advertisers
• Politicians
• Every person you’ve ever dated
• Your manager
• Your spouse
• Your friends
• The Surgeon General
• Charities
• Your co-workers
• Your Children
• Your Neighbors
• The Government
• The clergy
• Your siblings
• Your pets
You Want to Change • Your goals
• Your career
• Your weight
• Your financial situation
• Your relationships
• Your lifestyle
• Your diet
• Your surroundings
• Your car
• Your friends
• Your routines
• Your habits
• Your health
• Your personal growth
• Your appearance
• Your future
• Your confidence
• Your happiness
HOW IS IT WORKING?
YOU
HOW IS IT WORKING?
YOU
HOW IS IT WORKING?
YOU
Some Basic Truths
• Humans have a herd instinct.
• Everyone is a change agent.
• Your clients have one thing in common: They all want something to change.
CHANGE
• The central activity of the human experience.
• The heart of every relationship.
• The purpose of every job.
What does someone want as the result of making a change?
CONTROL
• The ability to regulate, direct, or influence the outcome of a process or event.
• People change in order to gain or maintain control.
• People will not change if they are already in control.
CONTROL
• People are not resistant to CHANGE, they are resistant to losing CONTROL.
• In order for people to change, they must feel OUT OF CONTROL.
• In what ways are the people you want to influence OUT OF CONTROL?
What REALLY Prompts Humans to Change?
Tension
Low TENSION High
Lo
w
PR
OD
UC
TIV
ITY
Hig
h
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Tension
Low TENSION High
Lo
w
PR
OD
UC
TIV
ITY
Hig
h
TRESHOLD OF ACTIVATION
The level .of tension at which someone will take immediate, definitive action. ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Will You Act?
Logical Feasible Tension ???
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES YES
NO NO YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES YES
NO NO YES YES
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES YES
NO NO YES YES
YES YES NO
The critical ingredients which determine what changes will be made and when those changes will take place.
Will You Act?
Logical Feasible Tension ???
YES YES YES YES
NO YES YES YES
YES NO YES YES
NO NO YES YES
YES YES NO
The critical ingredients which determine what changes will be made and when those changes will take place.
Pay Attention to
Your is based on your natural or learned ability to monitor and manage .
Why Tension?
• Tension affects Emotional State.
• Tension affects Reasoning and
Decision- Making Abilities.
• Tension affects Resource Assessment.
• Tension affects Productivity.
What Creates Tension?
• Perceived Ability
– Resources, Experiences, Skills, Knowledge
– Clueless to Expert
• Perceived Challenge
– Difficulty, Emotional Involvement
– Effortless to Impossible
• Perceived Importance
The Tension “Grid”
• Rate “mission critical”
activities on individuals
perceived ABILITY and
CHALLENGE (1-12).
• “Grids” out to create a
picture of where an
individual’s tension level lies
at that particular point in
time.
• You can determine what
steps need to be put in place
to make change happen! ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
5 Levels Of Stress (Being States) Stress: …Tension is HIGH. You are feeling very
challenged by this activity. In fact, I would guess you
might be feeling out of control.
Power Stress: …Tension is moderately high. You
may be feeling a strong sense of urgency and feeling
ready for action. You can really take charge here!
Power: …Tension is moderate. You may be feeling
in control. You know what you need to do and you
are really exploring your options. You seem to have
a good balance of resources and emotional energy in
these areas.
Power Apathy: …Tension is moderately low. In fact,
you are feeling very comfortable here – with no real
concern or worry about your ability to accomplish this
activity. But are you feeling complacent? Maybe you
are ready to delegate or create new energy?
Apathy: … are feeling little or no real tension. What
mastery! Expert ability! Low challenge! I bet you can
do this in your sleep? But are you on autopilot?
Zzzzz… Is it time for a new challenge! Remember
apathy is the side effect of total mastery!
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Stress Change Maneuvers
OH05100 OH05200
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Stress Change Maneuvers
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Practical Applications
• Identify what you are trying to change—personally and on your teams.
• Do a quick grid to plot your perceived Ability and Challenge to determine your level of tension.
• Utilize some of the maneuvers to move tension on mission critical activities to the point of action and change.
In Conclusion
• CHANGE is a natural element of human existence.
• We don’t resist CHANGE, we resist losing CONTROL.
• Understanding and manipulating TENSION are key to effective change.
MEMurphy
consulting coaching - training - consulting
Thank you for your participation!
Marty Murphy, CPCU marty@excelerationpartners.com
404-817-3685
If you enjoyed this webinar, please be sure to check the CPCU Society Web site for past and future webinars!