Rising to the Challenge: Navigating the Crossroads of Change
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Transcript of Rising to the Challenge: Navigating the Crossroads of Change
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RISING TO THE CHALLENGE: NAVIGATING THE CROSSROADS OF CHANGE
Timothy S. Griles March 19, 2013
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Naviga<ng the Crossroads
At every crossroads on the path that leads to the future, tradition has placed 10,000 men to guard the past.
- Maurice Maeterlinck
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Ques<ons to be answered…
• Why do change efforts stall or fail?
• What is the difference in managing change and leading change?
• What are some indicators and causes of resistance to change?
• What can you do to accelerate the change process?
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Naviga<ng the Crossroads of Change
“You can’t manage change…
…You can only manage the effects of change”
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Types of Resistance
That’s the international symbol for “Don’t rock the boat”.
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Types of Resistance
They’re extinct in the wild, but some still exist in the corporate world.
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Failure is not an op<on…
Or is it? ¨ 350 Execu<ves involved in business re-‐engineering
¤ 16% “fully sa<sfied” with the results ¤ 68% said project had unintended nega<ve side effects
¨ 166 companies ¤ 27% success in changing business systems/processes
¨ 7 hospitals a[emp<ng to implement TQM ¤ 14% success
¨ Overall 33% Success rate
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Barriers to Strategy Success
63%
7.5%
5%
4%
4%
4% 3% 3% 3%
2% 1%
1%
Avg. Performance Loss
Avg. Performance Realized
Inadequate or unavailable resource
Poorly Communicated strategy
Ac<ons not clearly defined
Unclear accountabili<es for execu<on
Org silos & culture blocking
Inadequate performance monitoring
Inadequate consequences or rewards
Poor senior leadership
Uncommi[ed leadership
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Grief / Change / Loss Cycle
Active
Passive
Em
otio
nal R
espo
nse
Immobilization
Stability
Anger
Denial Testing
Bargaining
Depression
Acceptance
Time
“People don’t fear Change, they fear loss”
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The Human Aspect
Denial Commitment
Anger/ Resistance
Explora<on
Human Response to Change
Lead them through it!
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The Human Aspect
Lead them through it!
Denial Commitment
Anger/ Resistance
Explora<on
Human Response to Change
Get OVER it!!!
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Your Change Ini<a<ve
¨ Take a minute to iden<fy resistance you currently or might see from a stakeholder in your project.
¤ What stage are they in?
¤ What might they be feeling?
¤ What did/could they be “losing”?
¤ What can you do to accelerate the change process?
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Accelera>ng the change…
Human Response to Change
How can we lead them through it?
Communicate Reward
Facilitate Listen/Empathy
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Denial
¨ Leadership role: Communicate ¤ “Help others see the need for change”
¨ Make the reality as visible as possible to team members and stakeholders.
¨ Paint a picture of what will happen (clear vision; +/-‐ consequences)
¨ Enlist your guiding coali<on ¨ Highlight early adopters
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Anger/Resistance
¨ Leadership role: Listen with empathy ¤ “Respond to feelings and concerns first, rather than their arguments”
¨ Authen<c empathy requires recognizing what the feelings are before an analysis of why.
¨ Ask open-‐ended ques<ons to understand why their percep<ons exist.
¨ Acknowledge what they are losing.
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Explora<on
¨ Leadership role: Facilitate and remove barriers; add safety nets ¤ “Learn, discover, create solu>ons”
¨ Foster innova<on and incubate seeds of hope. ¨ Celebrate small wins. ¨ Ensure plan has ac<onable steps and milestones
¨ Provide skill building and resources
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The difference between involvement and commitment is like ham and eggs. The chicken is involved; the pig is commi[ed.
-‐ Mar<na Navra<lova
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Commitment
¨ Leaders role: Reward desired behaviors ¤ “Sustain the change efforts and realize the benefits”
¨ Reward and recognize efforts and accomplishments.
¨ Ensure goals and measures are for the long haul.
¨ Share personal success stories ¨ Measure outcomes and adjust ac<ons, don’t start over
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Elements of Effec<ve Change Leadership
DissaFsfacFon with the current
state
Clear and Compelling Vision of the
Future
Ac>onable First Steps
Overcome Resistance
D V F R
Which step is most important?
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Elements of Effec<ve Change Communica<on
“Sa*sfied” with the current
state
Clear and Compelling Vision of the
Future
Ac*onable First Steps
Overcome Resistance
? V F R
What happens if they are happy with how things are? “If it ain’t broke, don’t fix it!”
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Elements of Effec<ve Change Communica<on
Dissa<sfac<on with the current
state
???
Vision of the Future
Ac*onable First Steps
Overcome Resistance
D ? F R
What if people are unhappy and all they have are first steps?
“Flavor of the week!”
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Elements of Effec<ve Change Communica<on
Dissa<sfac<on with the current
state
Clear and Compelling Vision of the
Future
??? First Steps
Overcome Resistance
D V ? R
What do you get if you are missing actionable first steps? “Campaign Promises”
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Elements of Effec<ve Change Communica<on
Dissa<sfac<on with the current
state
Clear and Compelling Vision of the
Future
Ac*onable First Steps
Overcome Resistance
D V F R
What is your role as a leader in this equation?
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Elements of Effec<ve Change Communica<on
Dissa<sfac<on with the current
state
Clear and Compelling Vision of the
Future
Ac*onable First Steps
Overcome Resistance
D V F R
What does resistance look like?
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Elements of Effec<ve Change Communica<on
D V F R Dissa<sfac<on with the Current
State
Clear and Compelling Vision of the
Future
Ac*onable First Steps
Urgency for the Change
Buy-‐in & Commitment
Empowered Movement
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Master of Mo<va<on
¨ Look for the three elements 1. Dissa<sfac<on with the current op<ons 2. Clear and compelling vision of what the proposed
op<on will bring (results and impact) 3. Ac<onable first steps (what do you have to do to
realize these results?) Video
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One minute…
Step DescripFon Possible AcFons
DISATISFACTION W
ITH CU
RRENT STATE
1) Establish a sense of urgency Why change?
WIIFM?
Consequences ( + / -‐ )
Logic and Reason are not enough
2) Form a powerful guiding coaliFon
Stakeholder analysis
Early adopters
Champions
It’s Not the network, it’s the “Network”
D
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Gain buy-‐in and commitment
Step DescripFon Possible AcFons
CLEAR AND CO
MPELLIN
G
VISION OF THE FU
TURE
3) Create a guiding vision
Future of possibili<es
Appeal to shared aspira<ons
Pick 80/20 strategies
Begin with the end “I Have a Dream”
4) CommunicaFng for buy-‐in
Words and deeds (modeling)
Clear, simple, compelling
Increase channels Define features and benefits
Credible messengers
V
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Empowered movement
Step DescripFon Possible AcFons
ACTIONABLE FIRST STEPS
5) Empowering others to act on vision
Foster collabora<on
ID, tackle & remove obstacles
Educa<on? Licensure laws? Broadband Access?
6) Produce short term wins
Celebrate success along the way
Communicate benefits of progress
Lead vs. lag measures? (% discharged with training vs. readmission rates)
F
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Reward Commitment
Step DescripFon Possible AcFons
SOLIDIFYIN
G CHAN
GES
7) Keep momentum
Goal set through to other side and beyond
Don’t move on too quickly
Lag measures % decrease in readmission vs. goal rate
8) InsFtuFonalize new approaches
Anchor to solid rocks
Root in new systems, induc<on, handbooks etc.
What’s already working?
R
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Ques<ons?