the challenge of change: overcoming resistance and ......the challenge of change: overcoming...

The Challenge of Change: Overcoming Resistance and Obtaining Results!Overcoming Resistance and Obtaining Results!A Leadership Perspectives Webinar with Katherine Tyler Scott

O t b 13 2010October 13, 201012:00 p.m. – 1:00 p.m.

Katherine Tyler ScottFacilitator

Ki ThoughtBridgeg g135 North Pennsylvania Street, Suite 1750

Indianapolis, Indiana 46204317/822‐8205

email: [email protected]

© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge

G lGOAL:

Create awareness of the dynamic relationshipGoal Create awareness of the dynamic relationship between organizational change, leadership and results.

OBJECTIVES:1. Describe a three‐stage model of organizational changechange.

2. Discuss individual responses to organizational ha echange.

3. Identify leadership capacities for managing i ti l h d hi i lt

© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 1

organizational change and achieving results.

i i l h“Most organizational change initiatives fail.”

Pete Se e‐ Peter Senge, The Dance of Change

2© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge

Wh Ch1. People may not see the need for change.

Why Change Is So

Challenging2. People are often locked into old patterns

of behaviors.Challenging3. People can be fearful of how the change

will impact them.p

4. There may be a lack of alignment around the vision for the futurethe vision for the future.

5. People may lack the skills needed to h d d hinitiate the desired change.


Why Change Efforts Faily g

“The biggest single reason organizational changes fail is that no one thought about endings or planned to manage their impact on people. Naturally concerned about the future, planners and implementers usually forget that people have to let go of the present first. Th f h hil h fi k f hThey forget that while the first task of change management is to understand the destination and how to get there, the first task of transition management is to convince people to leave home You’ll save yourselfto convince people to leave home. You ll save yourself a lot of grief if you remember that.”

William Bridges


Leaders generally use three strategies to implement organizational change:implement organizational change:

1.Cheerleading: Change will be good for the organization, g g g ggood for the team, etc.

2. Supplying data: facts, statistics and logicpp y g , g

And when those fail:

3. Coercion: Forcing people to change


Th C fHigh turnover

The Costs of These Change

Low moraleChange Strategies Increased conflict

Low productivity

D d ffi iDecreased efficiency

Failure of the change effortFailure of the change effort


Overcoming the Challenges of Changeg g


Three Stage Model for Change©


U d diUnderstanding and Facilitating

ChangeChange

THE GAP

ENDING

Change

NEWBEGINNING

Adapted from William Bridges Managing Transitions

TIME


The Role of Phase I Phase II Phase III

ENDING

The Role of the Leader: Facilitating

Phase I Phase II Phase III

THE GAP

ENDINGFacilitating Change

NEW BEGINNINGChangeg

TIME


TIME


Individual Responses to Organizational ChangeD i l

Resistance

Denial

Confusion

Envisioning

Release

Envisioning

Enactment

Commitment11


Individual Responses to Organizational Change

Emotional Response

Words & BehaviorsPhase One

DenialNumb, don’t care Avoidance

ResistanceAnger, fear Procrastination, sabotage


Individual Responses to Organizational Change

Emotional Response

Words & Behaviors

Phase Two

ConfusionUncertainty, discomfort lack of control

Why? How?lack of control

ReleaseCalm, tired, let go Stop fighting, open to new ideas

EnvisioningExcited, hopeful Ask what if? Creative


Individual Responses to Organizational Change Emotional Words &Emotional Response

Words & Behaviors

Phase Three

EnactmentExhilaration, trepidation Willing to try new optionsEnactment

CommitmentRelief, energized Collaboration, success


Understanding the RelationshipRelationship

Between Individual and Organizational g

Change

THE GAP

ConfusionENDINGDenial

Enactment

ChangeTHE GAP

Release

EnvisioningResistance

NEW Commitment

BEGINNING


TIME15


What Can Leaders Do?


“Most advocates of changeMost advocates of change initiatives focus on the changes they are trying to produce and y y g pfail to recognize the importance

of learning capabilities.”

~ Peter Senge


Identify the key stakeholders.– Those who will be most impactedTh h d t i l t th hPreparation

for Change

– Those who need to implement the change– Those who can help/derail the process

Assess where you and the organization are in theAssess where you and the organization are in the change process.

Conduct a cultural audit.Conduct a cultural audit.

Assess current skills, aptitudes and attitudes, with those needed for the new vision.

Change

Assess the timeframe for achieving the vision.

Understand that each phase of change comes with a paradox.


h IENDING

Phase IDenial

Build a common reality.

Resistance

Create a powerful, inclusive change team.

Equip members to work as a teamEquip members to work as a team.

Develop a clear vision and strategy for the change.

Communicate and gain alignment around the vision and strategy.


Phase I ENDINGPhase I ENDING

Denial

Resistance

Develop a communication strategy for each phase.

Describe and communicate the journey.j y

Multiply communication processes by 10.

Ensure two‐way communication: Engage responsible critics.


Phase IIPhase IITHE GAPConfusion

ReleaseEnvisioning

Empower key stakeholders.

E i t ith t l d kill t th GEquip team with tools and skills to manage the Gap and implement change.

Design achieve and communicate early winsDesign, achieve and communicate early wins.


Phase IIIPhase III Enactment

Commitment

NEW BEGINNING

Commitment

Align structure, systems to fit the new vision.

Embed change in structures, systems, and culture.

Explicitly compare and contrast the old culture and the one needed.


Diagnostic Tool for Measuring Where Your Organization is in the Change ProcessOrganization is in the Change Process

NoAwarenessof Need

Does NotExist Being

DevelopedEstablished/Implemented

1 4321

4321A powerful guiding coalition is organized and ready to

Key stakeholders have a common sense of urgency

2

3 4321

is organized and ready to lead the change

There is a clear vision and strategy for the change effort

Phase I

4 4321

strategy for the change effort

There is a process in place to continuously communicate the vision and strategy gyeffectively in an efficient manner to all stakeholders


Diagnostic Tool for Measuring Where Your Organization is in the Change Processg g

NoAwarenessof Need

Does NotExist

BeingDeveloped

Established/Implemented

Key stakeholders at all5

64321

4321

The change process is

Key stakeholders at all levels are empowered to act to make the vision a realityPhase II

6designed to generate explicitly identified short term “wins”

There are mechanisms in 4321

8

7

4321

place to consolidate gains and produce more changeProcesses are established to anchor the new approaches in

Phase III

8anchor the new approaches in the culture of our organization/community


Six Paradoxes of ChangeTo go forward You must look backPHASE I To go forward You must look back

To go fast Initially, you must slow down

PHASE IEnding

To succeed, you must facilitate a culture of change

Change exacerbates internal anxiety, confusion and conflictPHASE II

The GapConflict is essential to innovation and creativity

Conflict can destroy or paralyze change efforts

The Gap

Change must include diverse perspectives

The more diverse the perspectives the greater the potential for gridlock

PHASE IIIBeginning

Building trust is essential

Change undermines trust


Technical Skills: These are the skills necessary when a problem is clear and

The Integrated necessary when a problem is clear and the solution is clear. They are the knowledge and information processes

Model of Leadership©

that can be applied to such problems.

Adaptive Skills: These skills are those pthat are necessary when the problem isn’t clear and the solution isn’t clear. In order to solve the problem the leader mustto solve the problem, the leader must engage those who have the problem in the problem solving.


Inner Work: The capacity to engage in deep inner exploration and reflectionThe deep inner exploration and reflection that leads to increased self‐awareness, empathy, insight, and self‐mastery.

Integrated Model of Leadership©

Outer Work: The capacity to act competently in achieving results; the

Leadership©

effective application of inner work, technical and adaptive skills to the external world.external world.


The Integrated Model of

Outer Work5

Model of Leadership©

Self Assessment

4

3

2

Using the following scale how would you

Adaptive Skills Technical Skills 1

1 1 2 3 4 55 4 3 2 1yrate yourself?

1‐Poor Skills2‐Fair Skills

2

3

43‐Average Skills4‐Ver y Good Skills5‐Excellent Skills

4

5


Inner Work

Q i ʺIf people in authority are to succeedQuestions and Closing Thought

If people in authority are to succeed,they must know themselves and listento themselves, integrating their idealsd ti b t b i bl t thThought and actions but being able, at the same

time, to tolerate the gap between thedesirable and the necessary as theyy ywork to close it. They must know hownot merely to listen but hear; notmerely look but see; to plan as hard asmerely look but see; to plan as hard asthey work; and to live with ambiguityand inconsistency.“

W B i


‐Warren Bennis

The Inner Work Institute©A Program for Executive Leaders Responsible f L di T f ti l Chfor Leading Transformational Change

THE PROGRAM

In times of economic upheaval and massive change, leaders find that their usual skills and management styles aren’t enough.How can you lead others through a time of uncertainty and anxiety? How can you help employees overcome fear andattitudes of scarcity? How do you help others perform at their best in the worst of times?

During a “time of no longer and a time of not yet,” is when leaders need to be most effective! They must possess botht h i l t d d ti l d hi kill Th I W k I tit t © i f l i t ti f b thtechnical competence and adaptive leadership skills. The Inner Work Institute© is a powerful integration of both.

THE INNERWORK INSTITUTE© consists of one, four‐day session that sharpens a leaderʹs ability to effectively lead complexchange. The Institute provides proven leaders with the opportunity to step away from the press of day‐to‐dayresponsibilities, reflect, gain focus, and acquire new ways of thinking and problem solving so they can better lead theirorganizations and community.

WHO SHOULD ATTENDExecutive leaders in business, government, philanthropy and education.

organizations and community.

APPLICATION PROCESS To apply for the Inner Work Institute© please visit our website at www.kithoughtbridge.com and click “Register for Events and Trainings.” Printed applications may also be requested by contacting Vincent Smith at Ki ThoughtBridge: 317‐822‐8205 / vsmith@kithoughtbridge com


Ki ThoughtBridge: 317‐822‐8205 / [email protected].

DATE: November 2‐5, 2010 LOCATION: Indianapolis, IN

31

• Leadership DevelopmentServices Offered Leadership Development

• Coaching

• Negotiation Training

• Facilitation Mediation of Complex Negotiations• Facilitation, Mediation of Complex Negotiations

• Training Workshops

• Conflict Resolution

• Change Leadership• Change Leadership


Coming Soon: Constructive Conflict Management Kit©

Ki ThoughtBridge is excited to announce the new Constructive Conflict Management Kit©.

Ki Th htB id ’ C t ti C fli t M t Kit©Ki ThoughtBridge’s Constructive Conflict Management Kit©:• Defines the characteristics of healthy and unhealthy conflict management• Outlines a four step process for managing conflict constructively• Gives users a series of tools which maximize the probability of success at each step in th fli t l tithe conflict resolution process

If you, your organization or team would like to be notified when the new Constructive Conflict Management Kit© is available, please contact Sue Schraffa at 317.822.8205/ [email protected] or visit our website at www.kithoughtbridge.com

© 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge © 2010 Ki ThoughtBridge. All Rights Reserved. Permission to copy or use must be granted from Ki ThoughtBridge 33

the challenge of change: overcoming resistance and ......the challenge of change: overcoming...

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