OPA Board RetreatSeptember 2013

Robin L. Graff-Reed, Ph.D

“It is not the strongest of the species that survives, nor the

most intelligent that survives. It is the one that is the most

adaptable to change.”

Charles Darwin

“They always say time changes things, but you

actually have to change them yourself.”

Andy Warhol

Change would be easy if an organization were not made

up of people!

Anonymous

Change is stressful – even positive change

Change is stressful – even positive change

Change is stressful – even positive change

(Based on: Beckhard & Harris, 1987)

Defining the desired

FUTURE STATE

Describing the CURRENT

STATE

Facilitating & managing the

TRANSFORMATION STATE

Developing PLANS

to get from here to there:

Determining the work to be done

WHY CHANGE?

Determining the need for changeDetermining the degree of choice

about whether to change

Determining WHY change is needed

• Determining WHAT to change

• Determining WHO to change

• Determining HOW to change

“Before we build a better mousetrap, we need to find out if there are any mice out

there.”

Yogi Berra

• Are there serious risks if we do NOT change?

• Are there serious risks if we DO change?

• Can we make sufficient time to search for and deliberate about an optimal strategy for planning and managing the change?

• Can we take the risk of offering alternatives that differ from leaders’ apparent preferences?

(Janis, 1989)

The first step in any innovative

process is an ACT OF DESTRUCTION

Complex systems change is experienced by some

involved parties as a threat of destruction of familiar,

comfortable conditions where they felt competent and

confident

• Compelling, attractive, desirable

• Achievable, realistic

• Understandable

• Meaningful to champions, planners, implementers, affected parties

• Beneficial to organization, subsystems, stakeholders, individual employees

• How is the Current State different from the Desired State?

• How is the Current State similar to the Desired State?

• What resources that are needed to achieve Desired State are already present?

• What requisite resources are missing?

• Single or mixed strategy

• Action steps

• Responsible parties

• Time lines

• Resource allocation

• Project management

• Cost and schedule management

Communicate!

Communicate!

Communicate!

Change Styles

ConserversPragmatistsOriginators

Conservers◦ Deliberate, disciplined, and organized

◦ Prefer change that maintains the current structure

◦ Enjoy predictability◦ Honor tradition and established practice

Pragmatists◦Practical, agreeable, flexible◦Prefer workable outcomes◦More focused on results than structure

◦Open to both sides of an argument

◦More team-oriented

Originators◦ Challenge the current

structure◦ Challenge accepted assumptions

◦ May be impractical◦ Visionary

The Change Agents

◦Articulate the need for change◦Are accepted as trustworthy and competent

◦Can take multiple perspectives◦Motivate people to change

The Resistors

◦Active or Passive◦Always see change as a potential loss

Change masters have dealt with resisters in different ways over the years.

Better ways:

◦Start by identifying people who have something to lose and try to anticipate how they will respond

◦Learn from the resisters…they may have a point!

◦Communicate the “why” of change to potential resisters

◦Emphasize the benefits of change to potential resisters

◦Help resisters find new roles

◦Remember that loss of control encourages resistance. Make potential resisters active partners in the change program

Change and the process of changing create uncertainty

that is experienced as a threat and is felt at individual

cognitive, organizational, and political levels -- simultaneously

Remember the WIIFM Principle

Direct the Rider

Motivate the Elephant

Shape the Path

How many psychologists does it take to change a

light bulb?

Planning Phase Planning occurs before implementing change. Understand the impetus for change (opportunity, crisis,

etc.). Develop the mission, vision, and strategies to achieve

change.◦ Is the need for change clear? …compelling? …shared?

Secure leadership commitment to change (partners in change).

Mobilize energy by communicating the vision with staff.Address Reactions of Uncertainty/Hesitation

◦ Connect the vision for change to what people value.◦ Use data, stories, and emotional appeal to communicate

need.35

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Implementing Phase Start change at the periphery. Communicate the change – what is the

destination and why is it worth it. Reinforce a supportive culture of change.

◦ Ensure a psychologically safe workplace for staff to express concerns

◦ Help staff build the capabilities to implement change◦ Engage staff in implementing change and in sharing the vision

Address Reactions of Doubt and Resistance◦ Communicate at all levels of the organization. Ask for

input. Use it.◦ Listen and understand objections. Hold people

accountable.◦ Break down the change into small steps (specific actions vs. ‘big

picture’).

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Enhancing Phase Recognize and reward employees

helping to implement change. Continue to mobilize (and communicate) energy and

support. Celebrate improving positive outcomes (performance,

relationships). Continue to eliminate barriers Move Reactions Toward Acceptance

◦ Provide staff with the systems or resources to support change.

◦ Mobilize leadership in modeling positive change behaviors.◦ Communicate positive changes through feedback on

relationships, functions, and performance.

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Sustaining Phase Institutionalize success by making

connections between new behaviors and organizational success.

Monitor change and adjust strategies, as needed. Continue to build and encourage positive habitsMove Reactions Toward Engagement

◦ Use performance measurements and accountability systems to provide feedback on change.

◦ Stay engaged with those affected by the change – seek to improve.

http://www.youtube.com/watch?v=fW8amMCVAJQ

Beckhard, R., & Harris, R.T. (1987), Organizational transitions: Managing complex change, 2nd ed. Reading, MA: Addison-Wesley.

Freedman, A.M. (1997). The undiscussable sides of implementing transformational change. Consulting Psychology Journal, 49(1), 51-76.

Janis, I.L. (1989). Crucial decision: Leadership in policymaking and crisis management. New York: The Free Press

Kotter, J.P. (1996). Leading Change. Harvard Business School Press. Kotter, J.P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard

Business Review, Januay 2007. Yukl, G., Falbe, C. M., & Allen, J. (2001). Patterns of influence behavior for managers.

Group & Organization Management, 18, 5-28.