change facilitation techniques

Human Resources

SHIFTING THE STATUS QUO
Change Facilitation Techniques
KYLE B. STONE

COLORADO STATE [email protected]

Workshop Agenda
IntroductionsShifting the Status QuoMyths about changeThe Change CurvePeople StylesThe Stuck Truck Exercise

Introductions

Name...

Organization..

Lean Journey..

Shifting the Status Quo Culture
Culture....the way we do things around here...pattern of basic assumptions invented, discovered, or developed by employees in order to adopt to and share with new members as the correct way to perceive, think, and feel in relation to those problems (Schein, 1992).Defining beliefs, behaviors, and assumptions....Beliefs are a set of integrated values and expectations that provide a framework for shaping what employees believe to be true and false, relevant or irrelevant, good or bad about their work environment. These are very difficult to identify, describe, or see.

The organizations culture is designed to protect or maintain the status-quo. Therefore, any attempt to change the culture must be presented in a manner that is conducive to the organizations success.Articulate why the change is critical to success.Define a process to assess the current culture, the desired culture, and the gap between the two.Modify beliefs, behaviors, and assumptions of the current culture to be more supportive of change.Build action plans that integrate multiple approaches to cultural change.



Myths about Change

Myths about Change

Myths about Change

The Change Curve

Managing the Change Curve
Being able to anticipate resistance and how to overcome some of the issues will help reduce the amount of stress and frustration not only for the team but also you. Looking around the corner can help others feel a sense of control and ease them through the process of change.

The following slides outline a number of the typical signs of change and can aid in the management of the transitional from old behaviors to the development of new behaviors.

Managing the Change Curve - Denial

Managing the Change Curve - Resistance

Managing the Change Curve - Exploration

Managing the Change Curve - Commitment

People Styles
Improving soft skills within teams helps when applying hard skills.
We are all pretty predictable through our behaviors, patterns, and habits
Our goal is to understand our own style and be able to quickly identify others through their actions.

People Styles Assessment
Take Assessment.

ANALYTICAL
DRIVER
AMIABLE
EXPRESSIVE

Measure personal value byActivityFor growth, they need toDecideLet them saveFaceThey focus on beingAccurateSupport theirPrinciples & LogicGive benefits that answer..HowFor decisions, give themEvidence & ServiceThey specialize inBeing Technical

Measure personal value byAttentionFor growth, they need toInitiateLet them saveRelationshipsThey focus on beingAgreeableSupport theirRelationships & FeelingsGive benefits that answer..WhyFor decisions, give themGuarantees & AssurancesThey specialize inBeing Supportive

ResultsListenTimeEfficientConclusions & ActionsWhatOptions & PossibilitiesMonitoring & Controlling

PraiseCheckEffortStimulatingDreams & IntuitionsWhoTestimony & IncentivesBeing Social

IF YOU ARE ANALYTICAL, IN ORDER TO

Flex to:You should:Expressives:(More Assertive and More Responsive) Dont seem aloof; be more casual and informal than usual Move more quickly than usual; dont over explain Touch base personally; disclose something about yourself Demonstrate higher energy; dont overreact to the Expressives highs and lows Demonstrate more enthusiasm; show more feelings yourself Try to support their vision; focus on the big picture Be tactful when contradicting; spend time in mutual exploration Tolerate the humorous side of the Expressive; expect a certain amount of fooling around Let the Expressive be in the spotlightDrivers: (More Assertive) Complete projects on schedule Use time efficiently and address problems quickly; be prepared to decide quickly When writing, keep it short Lean into the conversation Concentrate on high priorities; present main points and skip the nitty gritty Speak up more often; Tell more, ask less; Be definitive instead of tentative Dont gloss over problem; focus on the results of the action being discussed Emphasize pragmatic approachesAmiables: (More Responsive) Dont seem aloof; be more casual; demonstrate warmth Touch base personally; Disclose something about yourself Talk about things that are not task-related Be aware of and acknowledge what the Amiable is feeling Edit out of your conversation any facts that arent absolutely necessary Dont overdo the appeal to logic Note the other persons reaction and factors that minimize risk; reduce uncertainty Listen empathically and lend a helping hand; demonstrate loyalty

IF YOU ARE A DRIVER, IN ORDER TO

Flex to:You should:Expressives:(More Responsive) Dont seem aloof; be more casual and informal than usual Highlight recommendations of others; dont overdo facts and logic Talk about things that are not task-related Be aware of and acknowledge what the Expressive are feeling Dont overreact to the Expressives highs and lows Demonstrate more enthusiasm; show more feelings yourself Try to support their vision; steer clear of the nitty-gritty Be tactful when contradicting; spend time in mutual exploration Cater to the physical restlessness; Let them have the spotlightAnalytical:(Less Assertive) Slow your pace; talk less and slower Avoid unnecessary tight deadlines; dont rush Reflect back to the speaker the gist of what you hear Provide pauses during conversation; invite them to speak Dont interrupt or finish their sentences Be prepared to listen to more than you want to know Give a sound rationale for narrowing the options Go into considerable detail; give sound rationale for options Mention to pros and cons of the proposal that you put forward, and go into great detail Provide written support materials; follow up in writingAmiables:(Less Assertive and More Responsive) Slow your pace; talk less and slower Invite input on matters that affect them Reflect back to the speaker the gist of what you hear Provide pauses during conversation; invite Amiables to speak Dont interrupt or finish their sentences Demonstrate more enthusiasm; show more feelings yourself Decrease vocal intensity and lean back when making a point Listen empathetically and always express sincere appreciation Lend a helping hand; be negotiable Help Amiable plan difficult projects and design complex processes Demonstrate loyalty; reduce uncertainty

IF YOU ARE AMIABLE, IN ORDER TO

Flex to:You should:Expressives:(More Assertive) Dont seem aloof; be more casual and informal than usual Highlight recommendations of others; dont overdo facts and logic Talk about things that are not task-related Be aware of and acknowledge what the Expressive are feeling Dont overreact to the Expressives highs and lows Demonstrate more enthusiasm; show more feelings yourself Try to support their vision; steer clear of the nitty-gritty Cater to the physical restlessness; Let them have the spotlightAnalytical:(Less Responsive) Be on time and get right to business Be a bit more formal, yet maintain a somewhat reserved demeanor Decrease eye contact and avoid touch Dont upset yourself over the Analyticals impersonal manner Set high standards; plan your work and work your plan Develop superior procedures and continually improve them Be more rigorous is following established policies and procedures Be prepare and well-organized; provide factual evidence and go into considerable detail Give a sound rationale for narrowing the optionsDrivers:(More Assertive and Less Responsive) Use time efficiently; complete projects on schedule Address problems and make decisions quickly Respond promptly to messages and requests Be on tome and get right to business Maintain a businesslike demeanor Engage in goal setting; set stretch goals Speak up more often; voice your disagreements Dont gloss over problems; focus on results and offer two options

IF YOU ARE EXPRESSIVE, IN ORDER TO

Flex to:You should:Amiables:(Less Assertive) Slow your pace; talk less and slower Avoid unnecessary tight deadlines; dont rush Reflect back to the speaker the gist of what you hear Provide pauses during conversation; invite Amiables to speak Dont interrupt or finish their sentences Minimize intense eye contact and restrain forceful gestures Decrease vocal intensity and lean back when making a point Listen empathetically and always express sincere appreciation; lend a helping handDrivers:(Less Responsive) Be on time and a bit more formal; get right to and stick to business Be realistic and convert dreams into goals and objectives Plan your work and deliver the goods Be prepared and organized; provide accurate factual evidence Avoid power struggles; when making recommendations present 2 options Avoid touch and limit facial expressions and gestures Talk about what you thinknot what you feel Dont upset yourself over the Drivers impersonal mannerAnalyticals:(Less Assertive and Less Responsive) Slow your pace; talk less and slower Avoid unnecessary tight deadlines; dont rush Reflect back to the speaker the gist of what you hear Provide pauses during conversation; invite them to speak and Dont interrupt them Set high standards and develop superior procedures; be more rigorous in following them Go into considerable detail; give sound rationale for options Provide accurate factual evidence and show why the choice is best Be prepared to listen to far more detail than you really want Provide written support materials; follow up in writing

Avoiding
Autocratic
Acquiescing
Attacking
Acquiescing
Avoiding
Attacking
Autocratic
Primary and Secondary Backup Styles

Indicators of Assertiveness
Indicators of Responsiveness
Identifying Styles

Less AssertiveMore AssertiveAmount of talkingLESSMORERate of speakingSLOWERFASTERVoice VolumeSOFTERLOUDERBody MovementLESS, SLOWERMORE, FASTEREnergy expressedLESSMOREPostureLEANS BACKLEANS FORWARDForcefulness of gesturesLESSMORE

Less ResponsiveMore ResponsiveHow much facial animation?LESSMOREHow much voice variation?LESSMOREHow flowing are their gestures?LESSMORE

Practice Identifying Styles
Volunteers???
Share your 30 second elevator speech about youwhat do you do for work?
Try to identify styleconfirm.??

People Styles Summary
Being a successful change agent requires the ability to anticipate, manage, and facilitate change.

Understanding your own style and being able to flex to others will build team cohesiveness.

A quick lesson at the beginning of a kaizen event can contribute to team-building.

Being able to quickly identify behaviors and actions of people through observations and connecting them to appropriate styles is conducive to the nature of kaizen.

The Stuck Truck Exercise

References
Bolton, R., & Bolton, D. G. (2009). People styles at work-- and beyond making bad relationships good and good relationships better (2nd ed.). New York: American Management Association.

Gilley, J. W. (2001). The manager as change agent a practical guide for developing high-performance people and organizations. Cambridge, Mass.: Perseus.Kippenberger, T. (1998). Planned change: Kurt Lewins legacy. The Antidote, 14, 10 - 12. Patterson, J. L. (2003). Coming even cleaner about organizational change. Lanham, Md.: Scarecrow Press.

Stone, K.B. (2010). Kaizen Teams: Integrated HRD practices for successful team building. Advances in Developing Human Resources. 12 (1), 61-77.

Expert Rank:

#Rank1Flares, Reflectors2C.B.3Pen4Wrecker5Trip Report, $50, map6Truck Jack, Tire Tool7Hammer8Gloves9Forklift10Cargo

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Highest A= Analytical:Most perfectionist and often critical style Sticklers for detail Want things to be done right! Sets very high standards Systematic and well-organized The more data and facts, the better Risk-averse Comfortable in solitude Quiet, reserved and low-key Indirect when stating opinions
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Highest B= Amiable: Team Player Doesnt seek spotlight Generous with their time Quiet, empathetic and friendly Confidants Very skilled maintainers Patient but slow to forget Risk-averse Natural peacemakers Focused on maintaining relationships with people Indirect when stating opinions
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change facilitation techniques

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