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Please do not quote or disseminate without Studer Group authorizationSlide 1
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Building the Framework and
Leading Change
Quint Studer, Studer Group Founder
Evidence-Based LeadershipSM
Track
Monday, February 9, 2015
3:10pm – 3:55pm
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Phases of Change:
Chapter 11
Mapping Your Organization’s
Journey
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“People wish to be settled; but only as far as they are unsettled, is there any hope for them.”
—Ralph Waldo Emerson
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Comfort
We can stay in the comfort range with
change if the change is gradual and predictable.
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Even if the outcome will make things
better – there is still tension in achieving
the better.
Tension
Better
Comfort
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Same to BetterPhases of Competency and Change Individual
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
Unconsciously
skilled
Consciously
skilled
Unconsciously
unskilled
Consciously
unskilled
Many people’s performance may
decline initially when moving to better.
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Moving to Be Better
Paint a picture of what the desired outcome means
Capture the heart and mind
Explain the WhySame
Better
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Moving to Be Better
To improve operational performance to achieve the why
Why
What
Same
Better
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Moving to Be Better
Steps that need to be takenBarriers that will be facedTrigger points and actions to avoid
or minimize barriersHow the outcomes and progress
will be measuredCelebrate the wins/connect back to
the why
WhyWhatHow
Same
Better
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Same
Worse
Why Change? If we don’t change, here
is what the future will look like
Consequences
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Same
Worse
To Improve Operational Performance
What
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Same
Worse
How
Steps we need to take Barriers faced Trigger points and actions
for success to avoid or minimize barriers
How outcomes and progress will be measured
Celebrate the wins/connect back to the why
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Please do not quote or disseminate without Studer Group authorizationSlide 14
Same
Better
Worse
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Slide 15
Why: Ignite the flame of urgency
What: Develop a clear roadmap
How: Critical actions outlined
Conclusion
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Phases of Change - Organization
PHASE 1: THE HONEYMOON
DESCRIPTION ACTIONS
Sense of excitement
Right “to do” list
Things will get better (hope)
Quick fixes are implemented
Skeptics
Layout Vision
Specific Outcomes
Standards
New Processes
Measurement
Connect to Why
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Phases of Change - Organization
PHASE 2: REALITY SETS IN
DESCRIPTION ACTIONS
We/they
Inconsistency
Bigger than I thought
This will impact me
Some are getting it
Some are not
Continue Measurement
Continue Training and
Development
Do Not Back Off
Re-Solidify Senior
Leadership
De-selection of Some
Leadership may be Needed
Connect to Why
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Phases of Change - Organization
PHASE 3: THE UNCOMFORTABLE GAP
DESCRIPTION ACTIONS
Outcomes flatten or
decrease
Process improvement
increases
Outliers become obvious
Performance gap is evident
Tougher decisions need to
be made
Training Becomes More
Specific and Individualized
Feedback Needs to be
Specific and Individualized
Low Tolerance for
Processes, Tools and
Techniques not being
Followed
Connect to Why
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorizationSlide 19
Chuck YeagerSource: The Right Stuff Movie
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Phases of Change - Organization
PHASE 4: CONSISTENCY
DESCRIPTION ACTIONS
High performing results
Everyone understands the
keys to success
Disciplined people and
disciplined processes
Proactive leadership
Objective Goal Setting is
Way of Life
People-Driven Culture
Relook at Standards
Don’t Declare Victory
Connect to Why
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“Culture outperforms
strategy every time; and
culture with strategy is
unbeatable.”
Quint Studer