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The Challenge of The Challenge of ChangingChanging

Part IIPart IIHarold V. LangloisHarold V. Langlois

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IntroductionIntroduction

Perceptions of change influence Perceptions of change influence behavioral choicesbehavioral choices

Past experiences create a sense of Past experiences create a sense of meaning which has a significant impact meaning which has a significant impact on the way that we perceive the futureon the way that we perceive the future

Becoming anchored in past Becoming anchored in past experiences can limit learning capacity experiences can limit learning capacity for moving forwardfor moving forward

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The Nature of The Nature of ExperiencesExperiences

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Changing ConditionsChanging Conditions

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Types of ChangeTypes of Change

Incremental Incremental ChangeChange More gradualMore gradual Less intensityLess intensity Delegation-orientedDelegation-oriented Focus on planning Focus on planning

and executionand execution Built on previous Built on previous

assumptionsassumptions

Discontinuous Discontinuous ChangeChange Systemic ChangeSystemic Change High intensityHigh intensity Leader-drivenLeader-driven Focus on altering Focus on altering

assumptionsassumptions

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Discontinuous ChangeDiscontinuous Change

Shifts in I ndustry Structure

Technological I nnovation

Macroeconomic Trends and Crises

Market and Competitive Forces

Growth

Destabilizing Event(s)

Requirement for

Discontinuous Organizational

Change

Regulatory or Legal Changes

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Discontinuous ChangeDiscontinuous Change

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Types of Change ManagementTypes of Change Management

High

CHANGEINTENSITY

Low

Low High

ORGANIZATIONAL COMPLEXITY

Executive-Led ChangeThe I ntegrated Change Agenda

Change Through Delegation Transition Management

Change Through NormalManagement Process

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Why Do We Miss the Why Do We Miss the Tsunami?Tsunami?

Knowing is very different from Knowing is very different from thinkingthinking

Knowing is incremental and additive Knowing is incremental and additive to our memoryto our memory

The tsunami is unknown and based on The tsunami is unknown and based on probabilisticsprobabilistics

We are more likely to capture We are more likely to capture frequency than we are amplitudefrequency than we are amplitude

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Why Thinking Produces Why Thinking Produces AnxietyAnxiety

Sense making is an activity analogous Sense making is an activity analogous to being a cartographer, a to being a cartographer, a “mapmaker”“mapmaker”

It’s using one’s memory to map the It’s using one’s memory to map the social terrainsocial terrain

This is an interpersonal process that This is an interpersonal process that requires various perspectivesrequires various perspectives

When contemplating the past, memory When contemplating the past, memory always wins - it’s what we know!always wins - it’s what we know!

Why does our memory often fail us?Why does our memory often fail us?

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ImplicationsImplications Memory incorporates these events Memory incorporates these events

and begins to draw a new map to and begins to draw a new map to facilitate something learned. Now facilitate something learned. Now we own it. NEUROPLASTICITYwe own it. NEUROPLASTICITY

Continued reinforcement through Continued reinforcement through repetitive communication and repetitive communication and personalized contact - face to face - personalized contact - face to face - reduces amplitude of new experience reduces amplitude of new experience and begins to become part of our and begins to become part of our shared meaningshared meaning

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Change Events

PRESENT...P2 ..P3 .....P4...........P5 .... FUTURE

DI STANT NEAR PAST PAST

Offl oad new events into memory

T

C

A

F

Change and Remapping

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Sense-MakingSense-Making Scratching around together constructing Scratching around together constructing

shared mapmaking activities produces shared mapmaking activities produces new meaning and develops commitmentnew meaning and develops commitment

The person is “disturbed” enough to be The person is “disturbed” enough to be shaken from his/her historical glide shaken from his/her historical glide path, wakes up, gets excited, path, wakes up, gets excited, experiences anxiety, learns, changes, experiences anxiety, learns, changes, creates new meaning, and develops new creates new meaning, and develops new commitment and interrelationshipscommitment and interrelationships

One returns to a comfort zoneOne returns to a comfort zone

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Building Meaning By Making Sense of Experience A B D R C L T Y

E G Q U BB F M V Z EE FF Future I N W AA DD H O S X CC J P K

Reduced Learning Opportunity

Bre

adth

of N

ew E

xper

ience

s

Time (years)

21

41

Past Present

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Pitfalls of Poor Decision Pitfalls of Poor Decision MakingMaking

Flaws in Thought ProcessesFlaws in Thought Processes Failure to translate thoughts to effective Failure to translate thoughts to effective

behaviorbehavior Unconscious routines for coping with Unconscious routines for coping with

complexity (Heuristics)complexity (Heuristics) Flaws in Reasoning (e.g., clarity = Flaws in Reasoning (e.g., clarity =

proximity)proximity) Sensory misperceptionsSensory misperceptions Reasoning biasesReasoning biases Irrational anomalies in thinkingIrrational anomalies in thinking

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The Framing TrapThe Framing Trap

Creating an argument that is Creating an argument that is self-fulfillingself-fulfilling

Framing a series of Framing a series of observations may guarantee observations may guarantee the desired outcomethe desired outcome Look at how the argument is being Look at how the argument is being

framedframed Observe any distortions in logicObserve any distortions in logic Pose problems in a neutral wayPose problems in a neutral way

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The Framing Trap, The Framing Trap, continuedcontinued

Reframing the problem to be Reframing the problem to be more solution-orientedmore solution-oriented Ask if outcome would change if Ask if outcome would change if

framed in another wayframed in another way Evaluate different framing optionsEvaluate different framing options

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Anchoring TrapAnchoring Trap Disproportionate weight to initial Disproportionate weight to initial

informationinformation Estimates of risk or benefitEstimates of risk or benefit Suitability of a specific optionSuitability of a specific option

Need to uncover these predispositionsNeed to uncover these predispositions Help to articulate goals and expectationsHelp to articulate goals and expectations Use leading questions to establish Use leading questions to establish

baselinesbaselines Act as coach Act as coach Note references to previous experiences Note references to previous experiences

or expectations of outcomesor expectations of outcomes

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Utilizing Anchors

Anchors may arise from associations Anchors may arise from associations with a friend, coworker, or colleaguewith a friend, coworker, or colleague

Affiliations create a natural flow of Affiliations create a natural flow of informationinformation

These connections may lead to broader These connections may lead to broader networking within the organizationnetworking within the organization

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Navigating Around Navigating Around AnchorsAnchors

Help others to recognize that Help others to recognize that past conditions may be different past conditions may be different from present realitiesfrom present realities Organizational changes; career stageOrganizational changes; career stage Avoid having past anchors cause lost Avoid having past anchors cause lost

opportunities or unwarranted conflictsopportunities or unwarranted conflicts Encourage listener to describe his/her Encourage listener to describe his/her

viewsviews

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Navigating Around Navigating Around AnchorsAnchors(continued)(continued)

Unfreezing old connections; creating Unfreezing old connections; creating new expectationsnew expectations Consultation as a toolConsultation as a tool Focus on transactions and innovationFocus on transactions and innovation

Historical anchors are usually given Historical anchors are usually given too much weighttoo much weight

Can lead to faulty strategies or Can lead to faulty strategies or blocked creativity and innovationblocked creativity and innovation

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Encouraging CreativityEncouraging Creativity

Help others to explore alternative Help others to explore alternative perspectivesperspectives

Utilize different starting points to Utilize different starting points to shift the line of reasoningshift the line of reasoning

Refocus viewpoint to better fit Refocus viewpoint to better fit current realitiescurrent realities

Be sensitive to listener’s discomfort Be sensitive to listener’s discomfort with changewith change

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Exploring Different Exploring Different AlternativesAlternatives

Think through the different scenarios Think through the different scenarios with others (brainstorming)with others (brainstorming)

Utilize other professionals for Utilize other professionals for expertise and feedbackexpertise and feedback

Seek information on others’ Seek information on others’ successes, both within and outside successes, both within and outside the organization (e.g., case studies)the organization (e.g., case studies)

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SummarySummary

Sense-making is always challenging Sense-making is always challenging and never-endingand never-ending

We can utilize heuristics to understand We can utilize heuristics to understand the traps that may hinder our decision the traps that may hinder our decision making and to develop strategies for making and to develop strategies for navigating around the trapsnavigating around the traps

More about heuristics next time!More about heuristics next time!