Nature Of Change

The Nature of Change

Presented by: Marty Murphy, CPCU

Senior Partner, Exceleration Partners Principal, MEMurphy Consulting

MEMurphy

consulting coaching - training - consulting

Learning Objectives

• Understand the nature of change.

• Recognize what holds us back from change

• Review the being states that set the groundwork for change.

• Identify ways to move ahead with change.

• As a leader, find ways to get your team to execute change.

Change Concepts

• “Dealing With Change” approaches. – Denial, Anger, Bargaining, Depression, Acceptance (5-Stages) —

Kubler-Ross

– Endings, Neutral, New Beginnings (Transitions)—Bridges

– Anticipated Transition, Unanticipated Transition, Non-Event Transitions (Adaptive Transitions) — Schlossberg

– Pre-contemplation, Contemplation, Preparation, Action, Maintenance (Transtheoretical Model)—Prochaska and DiClimente

• Today’s concept:

– Mastering Change--T. Falcon Napier, Tension Management Institute

Are humans by nature resistant to change?

Is our belief about a resistance to change….

--Unknown

We Always Seek Change

DATE.

Get a job.

Workout.

Change careers.

Ge

t a

ne

w h

air

cut.

.

Change Is The Central Activity of the Human Experience

--Charles Darwin, 1859

--Steven Hawkins, 1989

--The Borg, Stardate 42761.3

The Change Process

1. Evaluate the situation:

– Safe? Secure? Happy? Healthy?

2. Implement a change.

3. Assess the results.

Change Is Actually

• The central activity of the human experience.

• The heart of every relationship.

Humans are influential by nature.

Everyone Wants You to Change

• Your parents

• Your teachers

• Advertisers

• Politicians

• Every person you’ve ever dated

• Your manager

• Your spouse

• Your friends

• The Surgeon General

• Charities

• Your co-workers

• Your Children

• Your Neighbors

• The Government

• The clergy

• Your siblings

• Your pets

You Want Everybody to Change

• Your parents

• Your teachers

• Advertisers

• Politicians

• Every person you’ve ever dated

• Your manager

• Your spouse

• Your friends

• The Surgeon General

• Charities

• Your co-workers

• Your Children

• Your Neighbors

• The Government

• The clergy

• Your siblings

• Your pets

You Want to Change • Your goals

• Your career

• Your weight

• Your financial situation

• Your relationships

• Your lifestyle

• Your diet

• Your surroundings

• Your car

• Your friends

• Your routines

• Your habits

• Your health

• Your personal growth

• Your appearance

• Your future

• Your confidence

• Your happiness

HOW IS IT WORKING?

YOU

Some Basic Truths

• Humans have a herd instinct.

• Everyone is a change agent.

• Your clients have one thing in common: They all want something to change.

CHANGE

• The central activity of the human experience.

• The heart of every relationship.

• The purpose of every job.

What does someone want as the result of making a change?

CONTROL

• The ability to regulate, direct, or influence the outcome of a process or event.

• People change in order to gain or maintain control.

• People will not change if they are already in control.

CONTROL

• People are not resistant to CHANGE, they are resistant to losing CONTROL.

• In order for people to change, they must feel OUT OF CONTROL.

• In what ways are the people you want to influence OUT OF CONTROL?

What REALLY Prompts Humans to Change?

Tension

Low TENSION High

Lo

w

PR

OD

UC

TIV

ITY

Hig

h

©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com

http://www.tensionmanagementinstitute.com/

Tension

Low TENSION High

Lo

w

PR

OD

UC

TIV

ITY

Hig

h

TRESHOLD OF ACTIVATION

The level .of tension at which someone will take immediate, definitive action. ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com


Will You Act?

Logical Feasible Tension ???

The critical ingredients which determine what changes will be made and when those changes will take place.

Will You Act?


YES YES YES


Will You Act?


YES YES YES YES


Will You Act?


YES YES YES YES

NO YES YES


Will You Act?


YES YES YES YES

NO YES YES YES


Will You Act?


YES YES YES YES

NO YES YES YES

YES NO YES


Will You Act?


YES YES YES YES

NO YES YES YES

YES NO YES YES


Will You Act?


YES YES YES YES

NO YES YES YES

YES NO YES YES

NO NO YES


Will You Act?


YES YES YES YES

NO YES YES YES

YES NO YES YES

NO NO YES YES


Will You Act?


YES YES YES YES

NO YES YES YES

YES NO YES YES

NO NO YES YES

YES YES NO


Pay Attention to

Your is based on your natural or learned ability to monitor and manage .

Why Tension?

• Tension affects Emotional State.

• Tension affects Reasoning and

Decision- Making Abilities.

• Tension affects Resource Assessment.

• Tension affects Productivity.

What Creates Tension?

• Perceived Ability

– Resources, Experiences, Skills, Knowledge

– Clueless to Expert

• Perceived Challenge

– Difficulty, Emotional Involvement

– Effortless to Impossible

• Perceived Importance

The Tension “Grid”

• Rate “mission critical”

activities on individuals

perceived ABILITY and

CHALLENGE (1-12).

• “Grids” out to create a

picture of where an

individual’s tension level lies

at that particular point in

time.

• You can determine what

steps need to be put in place

to make change happen! ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com


5 Levels Of Stress (Being States) Stress: …Tension is HIGH. You are feeling very

challenged by this activity. In fact, I would guess you

might be feeling out of control.

Power Stress: …Tension is moderately high. You

may be feeling a strong sense of urgency and feeling

ready for action. You can really take charge here!

Power: …Tension is moderate. You may be feeling

in control. You know what you need to do and you

are really exploring your options. You seem to have

a good balance of resources and emotional energy in

these areas.

Power Apathy: …Tension is moderately low. In fact,

you are feeling very comfortable here – with no real

concern or worry about your ability to accomplish this

activity. But are you feeling complacent? Maybe you

are ready to delegate or create new energy?

Apathy: … are feeling little or no real tension. What

mastery! Expert ability! Low challenge! I bet you can

do this in your sleep? But are you on autopilot?

Zzzzz… Is it time for a new challenge! Remember

apathy is the side effect of total mastery!



Stress Change Maneuvers

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Stress Change Maneuvers



Practical Applications

• Identify what you are trying to change—personally and on your teams.

• Do a quick grid to plot your perceived Ability and Challenge to determine your level of tension.

• Utilize some of the maneuvers to move tension on mission critical activities to the point of action and change.

In Conclusion

• CHANGE is a natural element of human existence.

• We don’t resist CHANGE, we resist losing CONTROL.

• Understanding and manipulating TENSION are key to effective change.

MEMurphy

consulting coaching - training - consulting

Thank you for your participation!

Marty Murphy, CPCU [email protected]

404-817-3685

If you enjoyed this webinar, please be sure to check the CPCU Society Web site for past and future webinars!

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Nature Of Change

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