using lifo method strength management chart in facilitating cultural change
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Integrated Organizational DevelopmentThe LIFO® Method – The Cultural Change Tool of Choice in the 21st Century
University of Texasat Dallas
UTD School of ManagementThe Leadership Center and Executive Education
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The University of Texas at Dallas’ School of Management’s Leadership The University of Texas at Dallas’ School of Management’s Leadership Center and Executive Education are strategic business and people-Center and Executive Education are strategic business and people-
solutions partners with extensive skills in Organizational Effectiveness, solutions partners with extensive skills in Organizational Effectiveness, Leadership Development, Business Strategy and Large-Scale Leadership Development, Business Strategy and Large-Scale
Organizational Change Implementation….Organizational Change Implementation….in addition to world-class Executive Education in addition to world-class Executive Education
University of Texas at Dallas and Business…creating a competitive advantage for our business partners
The University of Texas at Dallas The Leadership Center and Executive Education
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Introduction Models and Tools of Change Management
1. Definitions of Change and Management
2. Leadership Challenges of Change
3. Tools and Techniques to Effectively
Implement Cultural Change –
The LIFO® Method
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Definitions of Change
Webster’s Dictionary - to put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind.
Synonym - change denotes a making of something distinctly different and implies either a radical transmutation of character or replacement with something else.
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Examples of Change in Organizations
Structural Change - The Organization Chart Process Change - change the way we perform
functions Technological Change - new tools for performing
work
Behavioral Change - altering the way people behave at work.
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Behavioral Change Structural, Process and Technological Change - all function
to change behavior.
FeedbackFeedback - living systems require feedback as a means of adjustment and adaptation.
So all change is focused on changing behaviors.
Changing behavior is what makes change so difficult.
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Cultures are changed ...
... incrementally ... radically
Transactional Transformational
Near-term VisionNear-term Vision Long-term Vision
Long-term Vision
Creating A Shared Need For Change
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Small Scale Change Operational Improvement
Continuous Improvement of processes– small scale = incremental
Re-engineering of a process– small scale / transformational
Changing behavior is the ONLY effective way to change cultures
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Leadership Challenges of Change
Planned Change - anticipated and accumulated knowledge.
Unplanned Change - unanticipated and knowledge often unavailable.
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Herbert Simon - 1987 - Nobel Laureate in Economics
It is in fact, the Social Sciences that should be labeled the “hard sciences.”
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Behavioral Barriers to Change
Fear and Anxiety Turf Protection Excessive Politics Excessive Game-playing Cynicism We’ve Seen This Before Saboteurs
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Behavioral Barriers to Change
Undiscussable Issues We’ve Always Done It This Way What’s in It For Me? – “Wiifm” Learned Incompetence Defensive Routines - It Can’t Be My Fault! Excessive Self-interest
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Behavioral Barriers to Change
Honest Disagreement Attributions About Peoples’ Motives Not Enough Time Excessive Competition Short-term Thinking Excessive Focus on The Bottom-line
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Generating Trust Communicating a Coherent Vision
of the Intended Change Ensuring the Vision Is Shared Communicate Reasons for Change Identifying and Leveraging Key
Stakeholders
Leadership’s Role in Driving Change
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Leadership’s Role in Driving Change
Fostering Cooperation and Team Building Generating Consensus Identifying Sources of Resistance Listening Managing the Stress Maintaining Openness
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Tools and Techniques For Effective Cultural Change
The LIFO® MethodThe tool of choice to change cultures in the 21st century
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The LIFO MethodThe tool of choice in the 21st century
Staying in the Productive ZoneStaying in the Productive ZoneTracking Individual and Team Productivity
Doing Too Little Doing Too Much
Do More Do Less
Least PreferredLeast PreferredStrengthsStrengths
Most Preferred Most Preferred StrengthsStrengths
Just Enough
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Tools and Techniques for Effective ChangeIn Technical-Centric Environments
The process of embedded change (embedded vs. temporary) is systematic
The process begins with a vision that must be shared with all stakeholders and be reinforced throughout the process
The single, most critical factor is helping people self-discover four key elements, all related to behavior:1. The behavior you demonstrate is not universally perceived the same way you see it2. How you behave under favorable conditions may be far different from your
behavior under adverse conditions3. Why people see you differently (verbal feedback from subordinates, peers, leaders)4. Why you should alter your behavior to accept the change in behavior
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The LIFO Feedback Process
The process is reasonably easy to implement, with complexity coming in the subtleness of allowing the time and energy for reflection and open and frank discussions among the participants.
There are five separate and distinct elements, following the completion of the LIFO Survey and facilitating the process of completing the pages contained in the LIFO workbooks. They include each participant performing the steps summarized on the following slides.
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Getting Ready
Organize the participants into discussion groups, with 3 – 5 members per group. The members of each group should belong to the same functional team or work closely together if possible.
Assign each discussion group to a separate table.
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The LIFO Feedback Process
1. Each participant place a total of five red stickers on (INSIDE) the LIFO Strength Feedback Chart.
Three must be placed in the MOST PREFERRED quadrant of the chart, with the remaining two placed against the two behavioral characteristics that best describe that individual under favorable conditions, regardless of the quadrant.
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2. Each participant places their initials on three blue stickers for each table team member, not including their own.
These must be placed on the OUTSIDE of the LIFO Strength Feedback Charts next to the three behavioral characteristics that best describe that individual under favorable conditions.
The LIFO Feedback Process
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3. Each participant then initial three orange stickers for each “sister” team member, (table team closest to them) and place them on the OUTSIDE of the LIFO Strength Feedback Wall Chart next to the three behavioral characteristics that best describe that individual under favorable conditions.
The LIFO Feedback Process
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4. Each participant then initials one yellow sticker for each participant in the room (except themselves).
In clockwise order, they place one sticker for each participant on the OUTSIDE of the LIFO Strength Feedback Wall Chart that best describes this person’s behavior under adverse or stressful conditions.
People will often ask, “what if I don’t know this person well?” Your response should be that first impressions are very often the most lasting, and also quite often correct.
The LIFO Feedback Process
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5. Each participant initial one green sticker for each table team member, and place it on the OUTSIDE of the LIFO Strength Feedback Wall Chart next to the one behavioral characteristic that you would most like to see more of from that individual.
The LIFO Feedback Process
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At this point, a pattern has developed and it’s time to allow teams, pairs and small groups to provide feedback for why they provided a sticker against a particular behavioral characteristic.
This feedback process is invaluable and helps the recipient to self discover the perception of their peers and others against their own perception of demonstrated behavior.
An additional step in the overall process that helps optimize the results is to have participants take the LIFO Strength Feedback Wall Chart back to their workplace and ask that peers, subordinates and leaders place similar stickers on it. This tends to validate the “controlled” environment values realized, will facilitate further interest and tend to embed the cultural change deeper into the organization. We have also found that this last step tends to solidify the desire to modify behavior.
The LIFO Feedback Process
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Closing the Loop
Another critical step in the process is to sustain the momentum of change. To do that successfully, leaders must create a learning organization destined for continuous improvement
The recommended instrument to be used in this phase is Competency Modeling…gain the respect of your people, document their career aspirations, identify the gaps and create learning interventions to close them…a closed loop system!
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Organizational Change Key Points
Purpose
Accountability
Alignment, Trust & Support
Communication
Execution
The LIFO Method impacts each element of change
Awareness / Perception LIFO Results / Feedback
Modify BehaviorSustain Changes
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Summary When instruments such as the LIFO Method are applied as an
integral part of organizational culture change, particularly in tech-centric environments, the results are predictable…but only if the facilitator and leaders allow the time, space and tools for all to self discover the need to change
The LIFO Method has been applied in many different change initiatives, and it continues to prove that when properly used, it is one of the most effective change tools on the market today
The LIFO Method should be used as an integral part of a large-scale initiative for change, with the overall process well designed and tailored to the targeted organization
Communication must be at the forefront of all change initiatives and leadership must persevere through all levels of resistance, regardless of where it comes from
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The Tools: Vision, Process, Communication, Perseverance, Attitude and Behavior
The business that sustains successful change will have a competitive advantage in the 21st century
The leaders who enables cultural change through
the people will be most successful!
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Questions
For additional assistance or clarification, Dr. Newstead may be contacted at either The University of Texas at Dallas at
My personal thank you to each of you for your attention and interest in this topic