Change According to Change According to DukeDuke
Transcript of Change According to Change According to DukeDuke
Change According to Change According to DukeDuke
Change is….Change is….
Quick, finish the sentence Quick, finish the sentence the sentence like your life the sentence like your life
depended depended
on it!on it!
Nature of ChangeNature of Change
Is Change Like Is Change Like Spaghetti Sauce or Cake ?Spaghetti Sauce or Cake ?
The best person to take your The best person to take your great advice…is yougreat advice…is you
uu Learn how to learn from lifeLearn how to learn from life
–– Coachville Top 10’s Coachville Top 10’s www.topten.orgwww.topten.org
–– Topical oneTopical one--pagerspagersuu If you give you live…if you don’t you won’tIf you give you live…if you don’t you won’t
–– Popcorn Thoughts: Think on purposePopcorn Thoughts: Think on purpose
–– Me IncMe Inc
–– 100 Goals100 Goals
Change is about Change is about Thinking DifferentlyThinking Differently
Survey Said _ _ _ _ _ _ _ _ _ Survey Said _ _ _ _ _ _ _ _ _
1.1. Something we change every day.Something we change every day.
2.2. It is designed to It is designed to look goodlook good more than more than feel goodfeel good…even though few see it.…even though few see it.
3.3. Its frequency of change was passed Its frequency of change was passed down through the ages. down through the ages.
4.4. Most of us do it without even being Most of us do it without even being asked.asked.
New Audience Brings New ThoughtNew Audience Brings New Thought
uuThinkingThinking
uuSpiritualSpiritual
uu ImprovementImprovement
How you view things How you view things determines what you seedetermines what you see
Fun is a verbFun is a verb
What’s in Your Quote CollectionWhat’s in Your Quote Collection
uuVisionVision: The greatest impediment to our : The greatest impediment to our future is our past success.future is our past success. Tim Porter OTim Porter O’’GradyGrady
uuProcessProcess: Pit a good worker against a : Pit a good worker against a bad system; the bad system will win bad system; the bad system will win every timeevery time
uuPresentationPresentation: You share what you : You share what you know, but you impart who you are know, but you impart who you are Lester Lester BrownBrown
uuValueValue: Your salary is not based on your : Your salary is not based on your worth. Itworth. It’’s based on the problems you s based on the problems you solve. solve. Mike MurdockMike Murdock
Professional ChangeProfessional Change
Seek Insightful People Seek Insightful People
uuJohn LovittJohn Lovitt
uuRolf SmithRolf Smith
uuDavid KinneyDavid Kinney
uuDutch HollandDutch Holland
Your mentors determine your wisdom. You either Your mentors determine your wisdom. You either learn from your lessons or from your mentors.learn from your lessons or from your mentors.Mike MurdockMike Murdock
MindMind--Shift Change ModelShift Change Model
Different Results
Do Things Differently
Think About Thinking
Think Differently
MindshiftMindshift Mindshift
The Office of Strategic Innovation
Find someone worse off than youFind someone worse off than you……then love themthen love them
7 Levels of Change 7 Levels of Change Rolf SmithRolf Smith
uu Level 1 Do the Right thingLevel 1 Do the Right thing
uu Level 2 Do the thing RightLevel 2 Do the thing Right
uu Level 3 Do things BetterLevel 3 Do things Better
uu Level 4 Do away with thingsLevel 4 Do away with things
uu Level 5 Do things Others do rightLevel 5 Do things Others do right
uu Level 6 Do things no other is doing.Level 6 Do things no other is doing.
uu Level 7 Do things that can’t be done.Level 7 Do things that can’t be done.
Have you ever heard of the Creative Have you ever heard of the Creative Problem Solving Institute?Problem Solving Institute?
Sid Parnes
How About the American Creativity How About the American Creativity AssociationAssociation
Edward DeBono
How to Be a Leader in Your How to Be a Leader in Your FieldField
Philip E. Agre. Depart of Information Studies, Univ of CaliforniPhilip E. Agre. Depart of Information Studies, Univ of California, a,
uuPick an issuePick an issue
uuHaving chosen your issue, start a project to Having chosen your issue, start a project to study itstudy it
uu Find relevant people and talk to them Find relevant people and talk to them
uuPull together what you've heard Pull together what you've heard
uuCirculate the result Circulate the result
uuBuild on your workBuild on your work
http://www.himsssct.org/tools/tools.html
http://www.shsweb.org/resources/otherResources.htm
http://www.amcreativityassoc.org/toolsindex.htm
3 Essential Consulting Skills3 Essential Consulting Skills
• Creating
• Marketing
• Applying
Organizational ChangeOrganizational Change
Favorite Organizational Favorite Organizational Development BookletsDevelopment Booklets
uuAnything from Ron Pounds and Price Anything from Ron Pounds and Price PritchettPritchett
–– Business As UnusualBusiness As Unusual
uuYou are expected to get more done with fewer You are expected to get more done with fewer resources in a shorter period of time: Is it fair resources in a shorter period of time: Is it fair or reasonable? It doesnor reasonable? It doesn’’t matter.t matter.
–– High Velocity Culture ChangeHigh Velocity Culture Change
uuYour approach to changing the culture should Your approach to changing the culture should be out of character for the organizationbe out of character for the organization
22--Year Change ProgramYear Change Program
uuKotter’s 8 Step Change ModelKotter’s 8 Step Change Model
uuBaldrige FrameworkBaldrige Framework
uuKaizen (Kaizen (homegrown small change)homegrown small change)
uu 7 Levels of Change 7 Levels of Change (Office of Strategic Innovation)(Office of Strategic Innovation)
uuMindshift Change Model Mindshift Change Model (Office of Strategic (Office of Strategic
Innovation)Innovation)
uuRun the Business Run the Business -- Change the Business Change the Business (Holland & Davis)(Holland & Davis)
uuChange Mastery Change Mastery (Holland & Davis)(Holland & Davis)
uuDialogue Dialogue (William Isaac’s model)(William Isaac’s model)
Dialogue Dialogue the art of thinking togetherthe art of thinking together
uuHow much of your conversation is How much of your conversation is understanding?understanding?
uuHow much of it is “shared” understanding?How much of it is “shared” understanding?
uuHow much do you Advocate vs. InquireHow much do you Advocate vs. Inquire
Leadership ChangeLeadership Change
uuRun the Thinking, Change the ThinkingRun the Thinking, Change the Thinking
uuRun the Strategy, Change the StrategyRun the Strategy, Change the Strategy
uuRun the Role, Change the RoleRun the Role, Change the Role
uuRun the Business, Change the BusinessRun the Business, Change the Business
Run the Business, Change the Run the Business, Change the Business Business
Holland & Davis Inc Holland & Davis Inc www.hdinc.comwww.hdinc.com
If we don’t run the business, we don’t If we don’t run the business, we don’t eat next week. If we don’t change the eat next week. If we don’t change the
business, we won’t be here next yearbusiness, we won’t be here next yearDutch HollandDutch Holland
Theater Metaphor Theater Metaphor Holland & Davis Inc Holland & Davis Inc
1.1. Staying Alert and Attuned to Staying Alert and Attuned to Organizational SuccessOrganizational Success
2.2. Understanding the Time for Understanding the Time for Organizational ChangeOrganizational Change
3.3. Providing Input about the FutureProviding Input about the Future
4.4. Actively Contracting for a Role in the Actively Contracting for a Role in the New Work of the OrganizationNew Work of the Organization
5.5. Taking the Initiative to Develop the New Taking the Initiative to Develop the New Work Role Work Role
6.6. Changing Over to the New Work Role Changing Over to the New Work Role with High Performancewith High Performance
7.7. Stopping Old WorkStopping Old Work
8.8. Refining the New Work RoleRefining the New Work Roleto the Needed Performance to the Needed Performance
LevelLevel
Step 1: Keep a DualStep 1: Keep a Dual--Perspective Perspective MindsetMindset
How to Keep a DualHow to Keep a Dual--Perspective Perspective MindsetMindset
1.1. Envision “running the business” (or doing Envision “running the business” (or doing business) as separate from “changing the way business) as separate from “changing the way we run the business.”we run the business.”
2.2. See “run the business” in terms of “customer See “run the business” in terms of “customer business” (i.e., providing services and/or business” (i.e., providing services and/or products).products).
3.3. See “changing the way we run the business” See “changing the way we run the business” in terms of changing attributes of the business in terms of changing attributes of the business (i.e., changing workflow processes).(i.e., changing workflow processes).
Step 2: Empower Both PerspectivesStep 2: Empower Both Perspectives
Step 3: Guide Change with a Clear Step 3: Guide Change with a Clear VisionVision
Step 4: Lead with Two Clear Step 4: Lead with Two Clear AgendasAgendas
Step 5: Establish Scorecards with Step 5: Establish Scorecards with Corresponding Consequences (+ Corresponding Consequences (+
and and --) )
Step 6: Manage Results Through Step 6: Manage Results Through ForumsForums
Measuring the RB/CB ProcessMeasuring the RB/CB Process
Change the Business
Run the B usiness
T ODAY ’S “C HANGE - THE -B USINESS ” B ECOMES
T OMORROW ’S N EW “R UN - THE -B USINESS ”
Kotter’s 8 Steps Kotter’s 8 Steps
uu 1. Establish a sense of urgency1. Establish a sense of urgency
uu 2. Create the guiding coalition2. Create the guiding coalition
uu 3. Develop a vision and strategy3. Develop a vision and strategy
uu 4. Communicate the change vision4. Communicate the change vision
uu 5. Empower broad5. Empower broad--based actionbased action
uu 6. Generate Short6. Generate Short--term winsterm wins
uu 7. Consolidate gains and produce more change7. Consolidate gains and produce more change
uu 8. Anchor new approaches in the culture8. Anchor new approaches in the culture
Solution Session Solution Session GE WorkOut + OsbornGE WorkOut + Osborn--Parnes Creative Problem Solving Parnes Creative Problem Solving
ProcessProcess
uuUncharacteristic, Successful ChangeUncharacteristic, Successful Change
–– Fact Finding Fact Finding -- People tend to make a People tend to make a decision once they know all the available decision once they know all the available factsfacts
–– Representatives of major Representatives of major roles/functions/departments impacted roles/functions/departments impacted
–– Accountability maturity Accountability maturity –– Leadership, Team Leadership, Team Leader, Representative team members.Leader, Representative team members.
–– Crafts with what needs to be, then retrofits Crafts with what needs to be, then retrofits back into the organizationback into the organization
How well do you articulate?How well do you articulate?
©©All material is copyright David Kenny, unless otherwise statedAll material is copyright David Kenny, unless otherwise stated
David Kenny. I Path Consulting, Houston, Texas. 712 256 4730David Kenny. I Path Consulting, Houston, Texas. 712 256 4730Copyright Action Technologies, Inc.. All rights reserved worldwide.
Linguistics Model of Customer Service Linguistics Model of Customer Service builds trust, creates opportunities for builds trust, creates opportunities for coinventioncoinvention
Satisfaction Performance
Preparation
Declarationof Satisfaction
Declarationof Completion
PerformerPerformer
Mutual Promise
CustomerCustomer Conditions of Satisfaction
Commitment
Request
Don’t Forget Your PeopleDon’t Forget Your People
uu Transition Planning Transition Planning –– the people plan the people plan within the communication planwithin the communication plan
uuStakeholder Needs/Expectations MatrixStakeholder Needs/Expectations Matrix
Transition PlanningTransition Planning
uu The plan within the planThe plan within the plan
uuHelp staff migrate successfully to the new Help staff migrate successfully to the new wayway
–– PreparationPreparation
–– People considerationsPeople considerations
–– Organization considerationsOrganization considerations
Stake Holder CommunicationStake Holder Communication
uuRoles/ResponsibilitiesRoles/Responsibilities
uuVested Interest in the ChangeVested Interest in the Change
uuConcerns or SensitivitiesConcerns or Sensitivities
uuCommunication Engagement ExpectationsCommunication Engagement Expectations
Create SolutionsCreate SolutionsGrowing a culture around improvementGrowing a culture around improvement
uuHalfHalf--day workshopday workshop
uu Today Show format learningToday Show format learning
uuPDCA tool sitePDCA tool site
uuProject DatabaseProject Database
–– Virtual coaching (electronic window)Virtual coaching (electronic window)
–– Annual Olympic project evaluationAnnual Olympic project evaluation
–– Knowledge Management (proven practices)Knowledge Management (proven practices)