2014 conference/Randy Presentation
CHANGE Randy Chittum July 22, 2014
Who is this guy?
Leadership Workshops Leadership Coaching Team Coaching Culture assessment and development
Leading Change Or as we used to call it back in the day…Leading.
Randy Chittum July 22, 2014
Confronting Reality • V (Volatility) – speed and nature of change • U (Uncertainty) – lack of predictability, opportunity for surprise • C (Complexity) – multiple and often competing forces at play • A (Ambiguity) – general “haziness”, mixed meanings, opportunity to misunderstand
THE STRUCTURAL SIDE
THE PEOPLE SIDE
Letting Go
Visioning
Sense of Loss
Reorganizing AUTHENTIC LEADERSHIP
CHANGE Rethinking
Restructuring
TRANSITION Bouncing Back
Learning Anew
PEOPLE SIDE
Change and Transition • Change is nearly constant today. • Change is necessary to organizational survival and growth. • Change and Transition are different, yet intertwined: – Change is the shift in the external situation (e.g., new organization). – Transition is the reorientation that we, as individuals, make in response to the change (e.g., how I feel about the reorg).
• Change requires transition if it is to “take.”
Transition adapted from William Bridges, Managing Transitions
Endings Letting go of the old May experience phases of grief for the loss of what is known.
Neutral Zone Time between old and new reality May experience anxiety or disorientation. Can also be a creative time.
Beginnings The new begins to take hold Feel completed, settled, energized about change; or at least okay with change.
Phases of Transitioning Denial (Ending)
Exploration (Neutral Zone)
•How good things were in the past • They don’t really mean it” • Refusing to hear new information • Assumption that things won’t work
• What’s going to happen to me? • Chaos • Seeing new possibilities • Exploring Alternatives • Learning new skills
Resistance (Ending)
Commitment (Beginning)
• Anger • Stubborness • Complaining • Doubting your ability
• Where am I headed • Focus • Cooperation • Vision
Managing the Transition Endings • Define what is over and what is not • Expect overreaction • Expect phases of grieving • Give constant info • Treat past w/respect • Mark the endings
Neutral Zone • Expect anxiety and disorientation • Allow for creativity • “Normalize” this process • Create/work with temporary systems • Monitor transition
Beginnings • Paint a picture of outcome • Involve people • Be consistent • Symbolize new identity • Explain purpose of change • Celebrate successes
Resistance It’s the transition not that change that people often resist: – Loss of identity or the known – Disorientation of the neutral zone – Risk of failing in the new beginning “It’s not so much that we’re afraid of change, but it’s that place in between we fear. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.” Marilyn Ferguson
RESILIENCE
Everyone thinks of changing the world, but no one thinks of changing himself. Leo Tolstoy
What is resilience? • In the moment adaptability so that you are less thrown by events • Quick “recovery” from an experience that has thrown you
Characteristics of Resilient People • See difficulties as challenging instead of paralyzing – A part of instead of apart from – Perspective and internal story-telling
• Committed to . . . Life purpose, relationships, work, etc. – Fully engaged
• Exhibit personal control – Emotionally balanced – Choose what to ignore and what to tackle
PERSPECTIVE
Get on the Balcony
Leadership from the Balcony
Perspective or Frame
Actions
Results
Incremental Improvement
Getting on the balcony to “see how you are seeing” and what you can’t see from the “dance floor” allows for new or broader perspective and actions not previously available to you; Results are significantly different.
Reference: Adapted from Chris Argyris, Double-loop learning
What does it mean? • Not trapped by unknown assumptions • To own our future we have to ask bigger questions • Our time horizons need to be longer Is it hard? Sure. “The best way to predict the future is to create it.” (Peter Drucker)
Somebody, somewhere is doing this.
INTERFERENCE
Performance = Potential Interference
Ellsberg Paradox
Asch Experiment
A
B
C
Role of Fear We Fear Two Main Things
PUBLIC RIDICULE UNCERTAINTY
Impulse Control
Children who exercised impulse control were . . . • • • • • • • •
More personally effective Self-assertive Persistent Organized More academically competent More able to concentrate More able to use reason Had a 210 point difference on the SAT
Self Control
STORIES
Solve the Following Anagrams Sample: 1. 2. 3. 4. 5.
CTA = CAT
raluet
dayunc
dripow
irusat
ibabtr
How did you rationalize the setback? • Was it personal (about me or something/somebody else)? • Was it prevalent (about just this experience or about more than that)? • Was it permanent (it was always going to be this way or did you mentally reset at each new opportunity)?
ibabtr
Explanatory Style (Seligman) Bad Events
Good Events
Pessimistic Explanatory Style
Permanent Pervasive Personal
Not Permanent Not Pervasive Not Personal
Optimistic Explanatory Style
Not Permanent Not Pervasive Not Personal
Permanent Pervasive Personal
More about optimism Those with optimistic explanatory styles . . . • • • • • •
Are more persistent and less depressed Win more at sports when you control for talent Are more successful in school Tend to live longer and healthier Tend to win more in politics (1990s) Optimistic societies are more successful
Locus of Control • Internal – I believe that I am an agent, an operator, that who I am and what I do has an impact on the world around me • External – I believe that my circumstances are largely out of my control, I am subject to others and my environment
The LOC/Optimism Paradox
In LOC it is “all about me” yet when looking at it from Optimistic Explanatory Style – when facing a setback – it is “not personal.”
The LOC/Optimism Paradox
Personal Responsibility
Moment of Mastery
Time
COMMUNICATION
“Tapper/Listener” Experiment
The Elephant and the Rider
Source: Jonathan Haidt; Heath Brothers
The Elephant and the Rider 1. Rider is rational, head oriented 2. Elephant is emotional, heart oriented 3. Both ride along a path that is either easy or difficult to navigate
Source: Jonathan Haidt; Heath Brothers
The dual roles in Change Management 1. Need to Direct the Rider….What looks like resistance is often lack of clarity. 2. Need to Motivate the Elephant…What looks like laziness is often exhaustion.
The 4 P’s of Managing Change
Purpose: Why are we doing this?
Picture:
Plan:
What will it look like (and feel like) when we get there?
How will we get there? (Steps, Milestones)
Part: What is my expected role?
Source: William Bridges
Two Parallel Paths Must Apply the 4 P’s along two parallel paths… • Direct the Rider — Intellect, rational side • Motivate the Elephant — Emotional, transitional side
Thinking Through Change Direct the Rider Purpose Picture Plan Part
Motivate the Elephant
Table Discussions • What are the two things you have heard today that resonated the most? • Pick one for now – what are some actions you could take today . . . this week . . . this month . . . that would move you in the right direction in that area? How can you ensure that this happens?
Who is this guy?
Leadership Workshops Leadership Coaching Team Coaching Culture assessment and development
Leading Change Or as we used to call it back in the day…Leading.
Randy Chittum July 22, 2014
Confronting Reality • V (Volatility) – speed and nature of change • U (Uncertainty) – lack of predictability, opportunity for surprise • C (Complexity) – multiple and often competing forces at play • A (Ambiguity) – general “haziness”, mixed meanings, opportunity to misunderstand
THE STRUCTURAL SIDE
THE PEOPLE SIDE
Letting Go
Visioning
Sense of Loss
Reorganizing AUTHENTIC LEADERSHIP
CHANGE Rethinking
Restructuring
TRANSITION Bouncing Back
Learning Anew
PEOPLE SIDE
Change and Transition • Change is nearly constant today. • Change is necessary to organizational survival and growth. • Change and Transition are different, yet intertwined: – Change is the shift in the external situation (e.g., new organization). – Transition is the reorientation that we, as individuals, make in response to the change (e.g., how I feel about the reorg).
• Change requires transition if it is to “take.”
Transition adapted from William Bridges, Managing Transitions
Endings Letting go of the old May experience phases of grief for the loss of what is known.
Neutral Zone Time between old and new reality May experience anxiety or disorientation. Can also be a creative time.
Beginnings The new begins to take hold Feel completed, settled, energized about change; or at least okay with change.
Phases of Transitioning Denial (Ending)
Exploration (Neutral Zone)
•How good things were in the past • They don’t really mean it” • Refusing to hear new information • Assumption that things won’t work
• What’s going to happen to me? • Chaos • Seeing new possibilities • Exploring Alternatives • Learning new skills
Resistance (Ending)
Commitment (Beginning)
• Anger • Stubborness • Complaining • Doubting your ability
• Where am I headed • Focus • Cooperation • Vision
Managing the Transition Endings • Define what is over and what is not • Expect overreaction • Expect phases of grieving • Give constant info • Treat past w/respect • Mark the endings
Neutral Zone • Expect anxiety and disorientation • Allow for creativity • “Normalize” this process • Create/work with temporary systems • Monitor transition
Beginnings • Paint a picture of outcome • Involve people • Be consistent • Symbolize new identity • Explain purpose of change • Celebrate successes
Resistance It’s the transition not that change that people often resist: – Loss of identity or the known – Disorientation of the neutral zone – Risk of failing in the new beginning “It’s not so much that we’re afraid of change, but it’s that place in between we fear. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.” Marilyn Ferguson
RESILIENCE
Everyone thinks of changing the world, but no one thinks of changing himself. Leo Tolstoy
What is resilience? • In the moment adaptability so that you are less thrown by events • Quick “recovery” from an experience that has thrown you
Characteristics of Resilient People • See difficulties as challenging instead of paralyzing – A part of instead of apart from – Perspective and internal story-telling
• Committed to . . . Life purpose, relationships, work, etc. – Fully engaged
• Exhibit personal control – Emotionally balanced – Choose what to ignore and what to tackle
PERSPECTIVE
Get on the Balcony
Leadership from the Balcony
Perspective or Frame
Actions
Results
Incremental Improvement
Getting on the balcony to “see how you are seeing” and what you can’t see from the “dance floor” allows for new or broader perspective and actions not previously available to you; Results are significantly different.
Reference: Adapted from Chris Argyris, Double-loop learning
What does it mean? • Not trapped by unknown assumptions • To own our future we have to ask bigger questions • Our time horizons need to be longer Is it hard? Sure. “The best way to predict the future is to create it.” (Peter Drucker)
Somebody, somewhere is doing this.
INTERFERENCE
Performance = Potential Interference
Ellsberg Paradox
Asch Experiment
A
B
C
Role of Fear We Fear Two Main Things
PUBLIC RIDICULE UNCERTAINTY
Impulse Control
Children who exercised impulse control were . . . • • • • • • • •
More personally effective Self-assertive Persistent Organized More academically competent More able to concentrate More able to use reason Had a 210 point difference on the SAT
Self Control
STORIES
Solve the Following Anagrams Sample: 1. 2. 3. 4. 5.
CTA = CAT
raluet
dayunc
dripow
irusat
ibabtr
How did you rationalize the setback? • Was it personal (about me or something/somebody else)? • Was it prevalent (about just this experience or about more than that)? • Was it permanent (it was always going to be this way or did you mentally reset at each new opportunity)?
ibabtr
Explanatory Style (Seligman) Bad Events
Good Events
Pessimistic Explanatory Style
Permanent Pervasive Personal
Not Permanent Not Pervasive Not Personal
Optimistic Explanatory Style
Not Permanent Not Pervasive Not Personal
Permanent Pervasive Personal
More about optimism Those with optimistic explanatory styles . . . • • • • • •
Are more persistent and less depressed Win more at sports when you control for talent Are more successful in school Tend to live longer and healthier Tend to win more in politics (1990s) Optimistic societies are more successful
Locus of Control • Internal – I believe that I am an agent, an operator, that who I am and what I do has an impact on the world around me • External – I believe that my circumstances are largely out of my control, I am subject to others and my environment
The LOC/Optimism Paradox
In LOC it is “all about me” yet when looking at it from Optimistic Explanatory Style – when facing a setback – it is “not personal.”
The LOC/Optimism Paradox
Personal Responsibility
Moment of Mastery
Time
COMMUNICATION
“Tapper/Listener” Experiment
The Elephant and the Rider
Source: Jonathan Haidt; Heath Brothers
The Elephant and the Rider 1. Rider is rational, head oriented 2. Elephant is emotional, heart oriented 3. Both ride along a path that is either easy or difficult to navigate
Source: Jonathan Haidt; Heath Brothers
The dual roles in Change Management 1. Need to Direct the Rider….What looks like resistance is often lack of clarity. 2. Need to Motivate the Elephant…What looks like laziness is often exhaustion.
The 4 P’s of Managing Change
Purpose: Why are we doing this?
Picture:
Plan:
What will it look like (and feel like) when we get there?
How will we get there? (Steps, Milestones)
Part: What is my expected role?
Source: William Bridges
Two Parallel Paths Must Apply the 4 P’s along two parallel paths… • Direct the Rider — Intellect, rational side • Motivate the Elephant — Emotional, transitional side
Thinking Through Change Direct the Rider Purpose Picture Plan Part
Motivate the Elephant
Table Discussions • What are the two things you have heard today that resonated the most? • Pick one for now – what are some actions you could take today . . . this week . . . this month . . . that would move you in the right direction in that area? How can you ensure that this happens?
