Developed and Facilitated by:

Jan Dwyer Bang, MBA, CSP

City of Pasco

May 30, 2014

Leading the Charge for Change

• Full service city

• Safe, culturally-rich

• 2004-2007 fastest growing city in the state and in nation

After attending this session, you will be able to:

Identify the four crucial stages of change and discover where you are in the change process at the city of PascoDiscover practical ways to overcome fears and embrace changeCommunicate the benefits of accepting change to your teamEngage your entire team in a successful change effort

Change

Common Language

Safe for everyone to useSafe for everyone to use

Non-threatening Non-judgmental

The Seven Dynamics of Change1. People will feel awkward, ill-at-ease and self-conscious.

Key Strategy: Communicate the change.

Common wonder: “I wonder if I’ll ever get used to the new way.”

2. People will think about what they give up.

Key Strategy: Don’t try to sell the benefits of the change effort initially. Legitimize the losses, and allow them to mourn.

Common wonder: “I wonder how I’ll get along without _______.”

The Seven Dynamics of Change3. People will feel alone even if everyone is going through the change.

Key Strategy: Structure activities that create involvement. Encourage them to share ideas and work together to help each other.

Common wonder: “I wonder why I’m the only one in this mess.”

4. People can handle only so much change. Key Strategy: Set priorities, and go for the long run.

Common wonder: “I wonder when they’ll stop changing the rules on me.”

The Seven Dynamics of Change5. People are at different levels of readiness for change.

Key strategy: Don’t label or pick on people. Recognize that some people are risk-takers and others take longer to feel secure.

Common wonder: “I wonder if I’ll ever catch up.”

6. People will be concerned that they don’t have enough resources (Time, money, skills, etc.).

Key Strategy: Encourage creative problem solving.

Common wonder: “I wonder where I’ll ever find what I need.”

The Seven Dynamics of Change

7. If you take the pressure off, people will revert back to old behaviors.

Key Strategy: Keep a focus on maintaining the change, and manage the journey.

Common wonder: “I wonder what that was all about.”

Change always comes bearing gifts. 

-Price Pritchett

The only difference between a rut and a grave is their dimensions. 

-Ellen Glasgow

Change

Our only security is our ability to change. 

-John Lilly

Change

The Four-Step Change Model

Phase 1: Denial – There are feelings of numbness, a “this isn’t happening” feeling. Disbelief.

Phase 2: Resistance – There is self-doubt, anger, depression, anxiety, frustration.

Phase 3: Exploration – There is a focused energy on the future. There is a re-inventing of self and a time of excitement.

Phase 4: Commitment – There is a renewed focus on a plan with a new mission and action plans to make this new change work.

Denial Resistance Exploration Commitment

Seek more information about the change.

Talk with others who will be affected by the change.

Understand the proposed change and try to understand the real impact on you.

Identify and explore your concerns with the change.

Bring your losses out in the open.

Talk with others who can listen to your feelings, thoughts, and perspective.

Get feedback on your ideas.Seek people who have experienced similar changes.

Celebrate your movement in this change process.

Don’t expect everyone to be where you are in the stage.

Change vs. Transition Transition includes:

◦ Ending◦ Neutral Zone◦ Beginning

Overcoming Resistance

It is hard to overpower resistance – but what we can do is absorb, redefine, and refocus

Ask your staff questions and listen to the objections Make sure that your staff knows you have understood their message Remember – the goal of a change agent is seldom winning over others, but in getting on the same side. Most people like what comes out of their mouth than what comes out of yours

From Dr. Terry Paulson, The Change Letter

Change is the process of transforming something from one state to another.

To make or become different; Alter.

Change

Stress: A force that tends to strain or deform. Mental, emotion, or physical tension, stress, or distress.

Stress

Stress-resistant workers have higher levels of:

Commitment –They are involved in their work and create a sense of purpose. They know what they do matters!

Control –They experience a sense of personal power.

-(From Survive and Thrive in Times of Change, Cynthia D. Scott and Dennis T. Jaffe, Training & Development Journal, 1998)

Stress-resistant workers have higher levels of:

Challenge –They see change as an opportunity - not as something to avoid or fear.

Connection –They value their friendships with people; feel respected and connected with those around them.

-(From Survive and Thrive in Times of Change, Cynthia D. Scott and Dennis T. Jaffe, Training & Development Journal, 1998)

Communicating the Change

Administering the DiSC Preview Assessment

It is not a test. You cannot pass or fail. There are no right or wrong

answers. There is no one style that is better

than another.

• DiSC® Preview helps us identify the different ways we behave so we can:•Minimize potential conflict with others

•Maximize our potential for success

Purpose

DDOMINANCE

IINFLUENCE

SSTEADINESS

CCONSCIENTIOUSNESS

Loves challenges

Fear: Loss of Control

Limitations: Lack of concern for others

Persuades others

Fear: Social rejection

Limitations: Disorganization

Achieves stability

Fear: Change

Limitations: Overly willing to give

Quality Focus

Fear: Criticism of work

Limitations: Perfectioninstic

PPT 4-2PPT 4-3

PPT 4-4

Thoughtful Steadiness

Accepting

Influence

Accepting

Steadiness

Active

Questioning

Dominance

PPT 4-7

Influence

Active Dominance

Questioning Questioning

Conscientiousness

Direct, results-oriented Expressive, Relationship

Analytical, Deliberate Supportive, Cooperative

Active

Thoughtful

Questioning Accepting

Active

Thoughtful

Accepting

Questioning

Goals

Fears

Motivations

Ways of seeing the world

PPT 9-6

Considerations

There is no best style.

All styles have strengths and limitations.

All styles can be more or less effective.

People are a mixture of styles.

PPT 7-3

There are no good or bad styles.

Remember That…

Introduction to People Reading

• Body Language• Posture• Use of hands• Facial expressions

• Tone• Pace• Inflection• Volume

• Words

PPT 7-4

Observable Behavior

No one has a “pure style”

People reading is not designed to label people

People reading can help us interact more effectively with others

PPT 7-12

Review

Step 1: Recognize

People have different communication styles.

PPT 9-9

Step 2: Understand

Step 1: Recognize

People have differentGoalsFearsMotivationsWays of seeing the world

PPT 9-10

Step 3: Adapt

D

C S

Step 2: Understand

Step 1: Recognize

Develop productive interactions by adapting as needed. D

C S

i

PPT 9-11

Conflict and Stress

PPT 6-2

Behaviors in the extreme

OH-23

In normal situations

Under pressure

Extreme behavior

D In charge, decisive

Demands Leaves

i Persuasive, enthusiastic

Oversells Gives up Pouts

S Supportive, friendly

Gives in Acts hurt Accuses

C Careful Quiet Is indecisive Gets emotional Attacks

D i

SC

Tends to:ASSERT

Tends to:SUPPRESS

PPT 6-16

D i

SCFocuses on:FEELINGS

Focuses on:LOGIC

PPT 6-17

Responses to Conflict

PPT 6-17

WITHDRAWGoal: Justice

COMPLYGoal: Harmony

EXPRESSGoal: Acknowledgement

DEMANDGoal: Victory

Focuses on:FEELINGS

Tends to:SUPPRESS

Focuses on:LOGIC

Tends to:ASSERT

PPT 6-18

Relationships with One Another

• We don’t know the full picture• We don’t know the intent of the other

person• Most likely there was joint contribution• We need to approach the other person with

a “learning” mind frame• We may not have realistic expectations

(Adapted from Difficult Conversations, Douglas Stone)

OH-23

What is your communication style? What happens when you are stressed? Identify what you need from the team to be effective. As a team, talk about how you can work together.

Enhancing Team Effectiveness

The role of a Mindset

• Fundamental change is driven by mindset• Mindset is to the individual as culture is to

the organization • The prevailing or dominant mindset in any

organization wants change to be easy or comfortable

• What people believe and assume dictates their behavior

(Adapted from Mastering Change – Group Health Cooperative)

Be a “Change Winner!” Change Winners: Change Losers:

Anticipate change in their lives – personally and professionally

Live proactively and have well-established self-care strategies in their lifePlan their lives with “margin”Keep short accounts with stressAre not afraid to ask for help Avoid the victim mentalityAre open to multiple perspectivesUnderstand the stages of change/transition and apply coping strategiesLearn from each changeLet themselves grieve the losses

Are continually blind-sided by changes

Live reactively and tend to be undisciplined in their self-care

Live life with little “margin”Allow minor stresses to build upAre blind to the value of a support networkGet stuck in the “poor” me mentalityBelieve their view is the “right” view.Ignore the change stages and get stuck in unproductive behaviors

Avoid learning from each changeAvoid the grieving process

Quote

Things do not change; we change. 

-Henry David Thoreau

OH-23

Is there a predominant style that describesyour team?

D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed

i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

OH-23

S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation

C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards

Is there a predominant style that describes your team?

OH-23

Implications of Group Culture

What does your group value the most? What types of behaviors does it reward? What does it encourage?

D culture - Results, independence, achievement, decisiveness, and success

i culture - Enthusiasm, optimism, collaboration, passion, and fun

S culture - Thoughtfulness, teamwork, humility, stability, and harmony

C culture - Accuracy, dependability, precision, competency, and quality

Action Planning

After attending this session, you will be able to:

Identify the four crucial stages of change and discover where you are in the change process at the city of PascoDiscover practical ways to overcome fears and embrace changeCommunicate the benefits of accepting change to your teamEngage your entire team in a successful change effort