1. NORMAL CHANGE VS. DEEP CHANGE NORMAL CHANGE IS INCREMENTAL DEEP CHANGE IS RADICAL

2. 3 NORMAL STRATEGIES FOR CHANGE GAIN STATUS & RESOURCES WHILE AVOIDING PAIN & PUNISHMENT 3. 3 NORMAL CHANGE STRATEGIES Telling Forcing Participating Gain status & resources while avoiding pain & punishment 4. 3 NORMAL CHANGE STRATEGIES Telling Rational persuasion using facts Forcing Leveraging behavior using authority Participating Open dialog using relationships Gain status & resources while avoiding pain & punishment 5. DEEP CHANGE CHANGE THE WORLD BY CHANGING OURSELVES 6. DEEP CHANGE Acting From Principle Persisting through pain and punishment Moral power attracting& inspiring others External Circumstances Change 7. DEEP CHANGE Acting From Principle Persisting through pain and punishment Moral power attracting& inspiring others External Circumstances Change Jesus Gandhi King 8. VA SCANDAL Acting From Principle Persisting through pain and punishment Moral power attracting& inspiring others External Circumstances Change A Few Whistleblowers Whistleblowers suppressed & punished Insiders speak out, press, politicians take up the cause Political System & VA System begin enacting change 9. EIGHT STEPS OF DEEP CHANGE Envision the Productive Community First Look Within Embrace the Hypocritial Self Transcend Fear Embody a Vision of the Common Good Disturb the system Surrender to the emergent process Entice Through Moral Power 10. GREAT LEADERS USE ALL 4 STRATEGIES Telling Forcing Participating Transforming 11. ENVISION THE PRODUCTIVE COMMUNITY SYSTEM OF RELATIONSHIPS (BUSINESS, COMMUNITY GROUP, FAMILY] IN WHICH MEMBERS SHARE A COMMON PURPOSE AND EACH WORKS FOR THE BENEFIT OF THE OTHER MEMBERS BECOME MORE INNER DIRECTED AND OTHER FOCUSED PEOPLE IN HIGHER POSITIONS SEE THEMSELVES AS SERVANTS TO THOSE IN LOWER POSITIONS 12. ENVISION THE PRODUCTIVE COMMUNITY CLARITY OF PURPOSE HIGH STANDARDS OF PERFORMANCE HIGH TRUST AND SUPPORTIVE RELATIONSHIPS LEARNING AND CHANGE 13. LOOK FIRST WITHIN MAKING A FUNDAMENTAL CHOICE: WHO AM I & WHAT DO I STAND FOR? CONTINUOUSLY REALIGNING MY BEHAVIOR WITH MY FUNDAMENTAL CHOICE CHANGES WHAT I SEE & HOW I RESPOND EXPERIENCE MYSELF AS A CREATIVE FORCE 14. EMBRACE THE HYPOCRITICAL SELF I AM HYPOCRITE YET, I AM SURE MY HYPOCRISY DOES NOT EXIST HYPOCRISY DIVIDES ME FROM MYSELF EMBRACING MY HYPOCRISY CREATES OPPORTUNITY FOR CHANGE OVERCOMING HYPOCRISY MAKES ME THE MESSAGE 15. TRANSCEND FEAR TRANSFORMATIONAL PEOPLE HAVE MANY FEARS AND THEY ARE WILLING TO ADMIT THEM, ONLY THEN CAN THEY OUT GROW THEM. DEEP PERSONAL CHANGE ALWAYS MEANS EXPERIENCING SOME KIND OF NEGATIVE EMOTION. WE KNOW THIS AND WE FEAR IT. If we seek to seed the universe in accord with our unique mission, the necessary resources will emerge. If we fear failure and stop taking risks we will fail. Robert Quinn 16. TRANSCEND FEAR FLOWS FROM MY FUNDAMENTAL CHOICE TRANSFORMATIONAL CHANGE LEADERS TAKE RISKS TRANSFORMATIONAL CHANGE LEADERS CHALLENGE EXISTING TRADITIONS AND BELIEFS To be effective, the organization needs us to care so much about rescuing it that we would risk dying for the same system that would kill us for caring enough to propose the effort. Robert Quinn 17. WELLSPIRIT CONSULTING GROUP INC. WWW.WELLSPIRITCONSULTING.COM 18. ACKNOWLEDGEMENT THE CONTENT OF THE PRESENTATION IS TAKEN FROM CHANGE THE WORLD:HOW ORDINARY PEOPLECAN ACCOMPLISH EXTRAORDINARYRESULTS ROBERT E. QUINN (2000). JOHN WILEY & SONS, INC. SAN FRANCISCO, CA