Leading Change: Why most change methods fail and what to do instead

Leading Change

[email protected] www.estherderby.com

+1 612 239 1214 @estherderby

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Esther Derby designing environments for agile success +1 612.239.1214 [email protected] www.estherderby.com twitter: @estherderby (c) 2014 esther derby

3 types of change:




Simple and Linear




Change is a matter of moving from one point to another. Both points are knowable and known.




Dynamic, but Predictable




Both points are knowable and known. If you know enough about point A, you can apply the correct force to move to point B. Put the change in motion, and it will follow a predictable path.




Complex and Unfolding

The end point isn’t clear from where you stand now…and isn’t /the end/. Many paths are possible. Some paths only appear after earlier changes take hold.




Most changes in organizations are

Complex.




…but prescriptive change processes treat them as if

they are Simple or Dynamic.




Prescriptive processes ignore emotional and performance effects.

Time

Perfo

rman

ce Current !Status Quo

Chaos

Practice and!Integration

New !Status Quo




Change aways involves!

!Identity!Status!

Affiliation!




Support Change:

Connect

Honor

Assess

Network

Guide

Evaluate




Connect




Connect with yourself

• How do you feel about the change?

• How do you feel about the people you’ll be working with?




Connect with the other people involved in the change.

• Do they want this change?

• What will they gain?

• What will they lose?

• What are 5 valid reasons people might not want this change?




Connect with the context of the change.

• What is the reason for the change?

• What is the desired outcome?

• What are three other ways to achieve that outcome?




Honor




Honor...

• What is valuable about the past.

• What is valuable about the current state.

• What is working well.

• What you want to retain.




Assess




Assess...

• What you can build on.

• Who is interested in working with you.

• What is possible from where you stand now.

• What constraints and differences might catalyze change?




Network




• Analyze existing networks, and choose based on credibility and trust.

• Build new cross-organizational networks to stimulate new connections, amplify difference, diffuse ideas.




Guide




Guide and support change and people

• Understand what needs to be managed closely, and what needs to be managed loosely.

• Catalyze.

• Track and fan.

• Offer support.




Evaluate




Evaluate

• What have you learned?

• What needs adjustment?

• Are you saving what you wanted to save?

• Are you seeing the results you wanted to see?

• What do you need to change about the way you are changing?




In his article, Slow Ideas, Atul Gawande tells the story of how new methods for maternal & infant care took hold in a busy hospital. At the end of his article, Dr. Gawande interviews one of the nurses, asking her about why she listened to the younger, less experienced nurse sent to teach the new methods.




“Why did you listen to her?” I asked. “She had only a fraction of your experience.” !

In the beginning, she didn’t, the nurse admitted. !

“The first day she came, I felt the workload on my head was increasing.” From the second time, however, the nurse began feeling better about the visits. She even began looking forward to them. !

“Why?” I asked.From Slow Ideas by Atul Gawande




“She was nice.” !“She smiled a lot.” !“It wasn’t like talking to someone who was trying to find mistakes,” she said. !“It was like talking to a friend.” !!! From Slow Ideas by Atul Gawande




People don’t resist change. They resist coercion.




Connect

Honor

Assess

Network

Guide

Evaluate




…and things will change.




!!Satir Change Model!!Change Artistry. Derby, Gray, Rothman & Weinberg!!Slow Ideas. Atul Gawande!!Facilitating Organizational Change. Ed Olsen & Glenda Eoyang




Esther Derby !

[email protected] !

+1 612.239.1214 !

www.estherderby.com !

@estherderby





Leading Change: Why most change methods fail and what to do instead

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Transcript of Leading Change: Why most change methods fail and what to do instead