Effecting Change When You are NOT in Charge By Dr. William Sommers October 23, 2007.
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Transcript of Effecting Change When You are NOT in Charge By Dr. William Sommers October 23, 2007.
![Page 1: Effecting Change When You are NOT in Charge By Dr. William Sommers October 23, 2007.](https://reader030.fdocuments.us/reader030/viewer/2022032723/56649d095503460f949da848/html5/thumbnails/1.jpg)
Effecting Change When You are NOT in Charge
By
Dr. William Sommers
October 23, 2007
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Enhanced StudentLearning
Learning…growth & development
Inquiry…openness & questions
ImprovementsIn Practice
Reflection…in/on/for practice
A theory ofaction for
ReflectivePractice
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Art of Possibilities(Zander and Zander)
• Anybody can make a difference from any place in the organization
• Need resources from everyone in the organization
• No more hunting—move to creating
• Be a relentless architect of possibilities
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QUESTION…
Does your conversation have an effect on the other person?
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Reflect Backreflection-on-action
Reflect in the Presentreflection-in-action
Reflect Forwardreflection-for-action
Reflect Within
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Percent of Participants
Study of Theory Demonstrations Practice Peer Coaching
Components
Relationship Between Components of Training and Outcomes (Percent of Participants)
Knowledge (thorough) Skill (strong) Transfer (application)
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L e a r n i n g …
… unfreezes a frozen or stuck culture… creates the energy to grow and change
personally, professionally, and organizationally
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Learning
ExperienceP
roce
ssin
g
Adults do not learn from experience; they learn from processing
experience. Judi Arin-Krupp
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Positive Deviance
• Define – What are the perceived causes? Solutions? Desired Outcomes?
• Determine – Any place doing OK?• Discover – Unique Practices• Design – Implement at intervention• Discern – Is it effective?• Disseminate – Make it assessable, scale up
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High Frequency, Low Amplitude
Low Frequency, High Amplitude
DO
REFLECT
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Leading Without Power(Max DePree)
• Move people toward their goal• Commit to substance over
bureaucracy• Stay together in PACKS• Compare results with their plan• Who am I? What behaviors are
enhancing the system? Where do I belong?
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Fierce Conversations(Susan Scott)
• Most pressing issue• Clarify• Current impact• Future if nothing changes• Personal contribution• Ideal outcome• Commit to action
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Ernesto Gore —
Organizations are made of conversations.
Brian Solis
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Crafting Questions
Invitational • intonation
• voice
Plural Forms
Conditional Language
• syntax
• plan forward
• reflect backward
Positive Presuppositions
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Response Strategies — SPACE
• Silence
• Paraphrase
• Accept non-judgmentally
• Clarify – probe for specificity
• Empathy – extend thinking
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Managing Up(Dobson)
• Do good work• Be a good-mouther• Win/win or no deal — War games• Reduce FEAR — False Evidence
Appearing Real• Courage & CLMs• 5–15 Report — Advanced notice
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Knowing-Doing Gap(Pfeffer & Sutton)
• Talk substitutes for action• Memory substitutes for thinking• Fear of acting on knowledge• Measurement substitutes for good
judgment• Internal competition makes friends
into enemies
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Overcoming Know-Do Gap
• Why before how• Do & teach others• Action counts more than elegant plans• No doing without mistakes• Fear increases knowing-doing gap• Beware of false analogies – Fight the competition,
not each other• Measure what matters – Knowledge into action• What do leaders do? Time spent doing what?