© 2013 center for creative leadership. all rights reserved. your change motto corey e. criswell...
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© 2013 Center for Creative Leadership. All rights reserved. We are playing a new game by old rules. -Barnett, The Pentagon’s New MapTRANSCRIPT
© 2013 Center for Creative Leadership. All rights reserved.
Your Change Motto
Corey E. Criswell2013 Staff Professional Development
Conference CLIMATE/CHANGE June 24, 2013
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This is the beginning.-Mau, Massive
Change
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We are playing a new game by old
rules.-Barnett, The Pentagon’s New Map
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The world is flat.-Friedman, The World Is Flat
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Only three things happen naturally in organizations: frustration, confusion and underperformance. Everything else requires leadership.
- Peter Drucker, Management Consultant
Management
Leadership
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Change StyleA preferred reaction to change and situations that involve change
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Change Style FactsStyle reflects aspects of personality or neurological preferences — like right- or left-handedness
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Change Style FactsYour preference does not indicate effectiveness at utilizing that style
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Change Style FactsThere is no right or wrong, “better” or “worse” style
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CHANGE STYLE CONTINUUM
CONSERVER ORIGINATORPRAGMATIST
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CHANGE STYLE CONTINUUM
CONSERVER ORIGINATORPRAGMATIST
Where Do You See Yourself?
Self Awareness
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Why This Is ImportantManage your response to changeRecognize and appreciate the
contributions that each change style offers
Increase productivity through effective responses to change style differences
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1. Think about the structures (reimbursement policies, department rules, tenure policies, hiring guidelines, etc.) you encounter at work. In most situations at work, do you see yourself as someone who:
a. Accepts structure b. Explores structuresc. Challenges structures
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2. When faced with trying to solve a complex problem, you start by:
a. Trying to retain existing systems, policies, guidelines and modelsb. Trying to get more information by operating as a mediator between groups or ideasc. Trying to think of new and novel solutions and enjoying the risk and uncertainty
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3. When you think about situations that involve change (starting a new project, workload change, new supervisor, moving to a new desk, restructuring the department, teaching a brand new course, etc.) you prefer:
a. Gradual continuous changeb. Change that best serves the functionc. Quicker, more expansive and radical change
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4. Think about a recent change you’ve experienced at work. To your coworkers, you probably appear:
a. Cautious and inflexible; you ask the hard, detailed questionsb. Reasonable, practical and flexible; you see both sides of an issuec. Disorganized and undisciplined; you are an original thinker
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5. How many times did you select a, b, and c?
a. If you selected “a” on 3 or 4 of the questions you are a CONSERVERb. If you selected “b” on 3 or 4 of the questions or you selected a mix of a, b, and c you are a PRAGMATISTc. If you selected “c” on 3 or 4 of the questions you are an ORIGINATOR
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CHANGE MOTTOS
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CONSERVER
“Let’s preserve the status quo!”
CONSERVERSTEADY, RELIABLE, CONSISTENT
Follows agreed upon rules
Facilitates coordination &
integration of ideas
Promotes continuous improvement
Encourages traditiona
l values
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ORIGINATOR
“Let’s do something new and different!”
ORIGINATORVIS ION, ENERGY, NOVELTY
Displays enthusiasm
Provides long-range vision
Seeks to lead
start-ups
Prefers more than
one task at a time
Conceptualizes new systems
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PRAGMATIST
“Let’s change with purpose!”
PRAGMATISTFACIL ITATE, COOPERATE, MEDIATE
Builds cooperation (doesn’t expect it)
Adapts experience to solve current
problem
Encourages “walking the talk.”
Asks everyone’s input in the
dialogue
Finds common ground for taking
first steps
CONSERVERS MAY SEE ORIGINATORS AS:
Disruptive
Disrespectful of tradition and history
Wanting change
for the sake of change
Generating turbulence in the work
environmentInsensitive to the feelings of others
CONSERVERS & ORIGINATORS MAY SEE PRAGMATISTS AS:
Easily influenced
Compromising
Advocating all perspectives
Mediating
Indecisive
ORIGINATORS MAY SEE CONSERVERS AS:
RigidResistant
Slow to initiate change
Can’t see the big picture
Too rule following
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Change Styles by Profession
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Facul
ty IT
Manag
ers
Accou
ntants
Secur
ity
Admin
Supp
ort11 14 19 26 35
53
59 61 5759
6239
30 25 24 153 8
OriginatorPragmatistConserver
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Change Process Model
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70% of all change efforts FAIL
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20/60/20
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Q&A