self-management the influence edge and change

8/9/2019 Self-management the Influence Edge and Change

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Influencing Change



People & Change



Understand the mindset of the person you

wish to influence to change.

People & Change



People & Change

The Influence Edge Model can help you

influence others to accept change.



Use Push, Pull and Push/Pull behaviors to

help influence change.

People & Change



hat would be my response if

I were the one being influenced!

Pull Energy



hat would I fear about this change!

Pull Energy



"ow might I see it impact me in a negative

way!

Pull Energy



Ma#e clear suggestions that are relevant to

the situation.

Push Energy



Identify the conse$uences of what might

happen if the other person does not do

what you are as#ing.

Push Energy



Provide reasons or benefits that interest

the other person.

Push Energy



"ighlight commonalities to point out

similarities.

Push/Pull Energy



"ighlight goals, values and positions that

are similar, and those that are different.

Push/Pull Energy



People resist change because they feel

they are not part of the change.

Resisting Change




they will lose control.

Resisting Change




they will lose something because of the

change.

Resisting Change



Encourage individuals to become involved

in the change.

Influencing Change



%et up one or several change teams.

Influencing Change



&rainstorm with the team about what is

not wor#ing now, and why there is a need

for change.

Influencing Change



%et up idea'generating teams.

Influencing Change



&rainstorm possible ways to move from

the now to the future.

Influencing Change



The more individuals feel encouraged

to be involved, the more ownership and

control they will feel.

Influencing Change



The Change Model



The Change Model

( )enial Phase



The Change Model

( )enial Phase

( *esistance Phase



The Change Model

( )enial Phase

( *esistance Phase

( E+ploration Phase



( )enial Phase

( *esistance Phase

( E+ploration Phase( ommitment Phase

The Change Model



People are $uiet and try to ignore their

inner fears and concerns.

Denial Phase



-s# a lot of open'ended $uestions to the

#ey sta#eholders.

Denial Phase



( This isnt happening.0

Denial Comments




( Ill 1ust #eep doing what Im doing.0

Denial Comments




( Ill 1ust #eep doing what Im doing.0

( There is nothing different.0

Denial Comments



Pay attention to those who are in

resistance to the change.

Resistance Phase



2isten to people, and let them #now you

are committed to finding a solution.

Resistance Phase



( hy is this happening to me!0

Resistance Comments




( This will never wor#.0

Resistance Comments




( This will never wor#.0

( I wont do this.0

Resistance Comments



People loo# for alternate possibilities and

options.

Exploration Phase



3eep all the options and ideas open, and

not ma#e any final decisions.

Exploration Phase



( ell, maybe there is a way to ma#e

this wor#.0

Exploration Comments

C




this wor#.0

( This isnt so bad.0


E l i C




this wor#.0

( This isnt so bad.0( 2ets see what we can do about40


C it t Ph



ommitment happens as a result of

moving through the first three phases.

Commitment Phase

C it t Ph



People feel more in control and generally,

more comfortable.

Commitment Phase

C it t Ph



*einforce these positive feelings by

providing rewards or celebrations.

Commitment Phase

C it t C t



( This could wor# if we did this.0

Commitment Comments

C it t C t




( The new way is better.0

Commitment Comments

C it t C t




( The new way is better.0

(I cant believe we did it the old way.0

Commitment Comments



Implementing Change

I l ti Ch



Implementing Change

( Tell 5our %tory

I l ti Ch



( Tell 5our %tory

( E+plain hat ill "appen

Implementing Change

I l ti Ch



( Tell 5our %tory

( E+plain hat ill "appen

(Monitor Progress

Implementing Change

Tell Yo r tor



onsider what will impact the #ey

sta#eholders most positively.

Tell Your tory

Tell Your tory



Provide rationale and highlight

conse$uences if no action is ta#en.

Tell Your tory

Tell Your tory



( E+plain why a change is necessary

Tell Your tory

Tell Your tory




( E+plain the conse$uences if a change

doesnt happen

Tell Your tory

Tell Your tory




( E+plain the conse$uences if a change

doesnt happen( E+plain the reasons to ma#e a change

Tell Your tory

Tell Your tory



Use Push behaviors when you provide

rationale of why the change is necessary.

Tell Your tory

Tell Your tory



6. hy is a change needed!

Tell Your tory

Tell Your tory




7. Is there an internal reason for the

change!

Tell Your tory

Tell Your tory





change!

8. hat are the benefits of the change!

Tell Your tory

Tell Your tory





change!

8. hat are the benefits of the change!

9. hat will be the conse$uences if the

change effort fails!

Tell Your tory

Explain !hat !ill "appen




E+plain what to e+pect to happen in the

process.




( E+plain how the change process will

wor#






wor#

( )escribe the intended results






wor#

( )escribe the intended results

( )efine roles and responsibilities


Monitor Progress



reate a system of follow'up meetings

with #ey individuals.

Monitor Progress

Monitor Progress



%tructure meetings around what is

wor#ing, and what re$uires further

focus.

Monitor Progress

Monitor Progress



Maintain a listing posture#

Monitor Progress

Monitor Progress



Ma#e continuous improvement methods.

Monitor Progress

Monitor Progress



)etermine who will need to be influenced

on an ongoing basis#

Monitor Progress



The $e%ra ystem Case

Pull eha'iors



hen influencing change, use Pull

behaviors : as# $uestions, listen and find

common ground.

Pull eha'iors

Influencing Change



Encourage people to be actively involved in

change#

Influencing Change

Influencing Change



;et commitment to specific actions to ma#e

the change possible#

Influencing Change



Influencing Change

self-management the influence edge and change

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