CHANGE BY DESIGN – NOT BY DEFAULT

Suzan Swanton, LCSW-CCentral East Addiction

Technology Transfer Centersswanton@danyainstitute.org

240.645.1147

CHANGING BY DESIGN NOT DEFAULT

In the following, pages [slides], I offer nothing more than simple facts, plain arguments and common sense; and have no other preliminaries to settle with the reader [listener], other than that he will divest himself of prejudice and prepossession, and suffer his reason and his feelings to determine for themselves;….and generously enlarge his view beyond the present day.

Thomas Paine, Common Sense

WORKSHOP DESIGN Establish Premise Review contribution of leadership to

change Review contribution of staff to

change Review steps to become a learning

organization Review of factors that influence the

change process

CHANGE BY DESIGN –NOT BY DEFAULT

Workshop Design:

PREMISE: Change is constant and organizations can learn

how to successfully negotiate and implement it

CHANGING BY DESIGN – NOT BY DEFAULT

Change is constant Organizations should always be

“in training” to change Leaders must create a culture

where people learn to change effectively and efficiently

CHANGING BY DESIGN – NOT BY DEFAULT

Staffs must have on-going opportunities to practice changing skills

Staffs must feel safe to be creative, to debate, to raise issues, to question status quo

CHANGING BY DESIGN – NOT BY DEFAULT

Staffs must experience change as a natural process of growth and striving for excellence.

Staffs must feel respected for their contributions

CHANGE BY DESIGN – NOT BY DEFAULT

Being “primed” for change depends on the: Leadership style Valuing the contributions of staff

as individuals and a group/team Knowledge of the change process

CHANGE BY DESIGN – NOT BY DEFAULT

Workshop Design:

CONTRIBUTIONS OF LEADERSHIP TO CHANGE

CHANGE BY DESIGN – NOT BY DEFAULT

A great leader has the ability to instill within her

people confidence in themselves

GOOD TO GREAT Analysis of companies that went from

good to great with those who failed to make leap

Goal was to discover the essential and distinguishing characteristics

Isolated six characteristics.

GOOD TO GREAT Distinguishing characteristics of the

“good to great” companies: Level 5 Leadership First Who…Then What Confront the Brutal Facts Hedgehog Concept Culture of Discipline Technology Accelerators

LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Humility

“I never stopped trying to become qualified for the job”

“You can accomplish anything in life, provided that you don not mind who gets the credit.”

“We” centric, not “I” centric mind set

LEVEL 5 LEADERSHIP Charismatic and self-important leaders can

retard companies ability to change Leaders need to:

Develop the leaders around you Build a culture of learning, teamwork, and

mutual respect Create an safe and creative environment

conducive to productive disagreement Need to be committed to personal growth

and enhancing relationship skills.

LEVEL 5 LEADERSHIP Humility + Will = Level 5 Leadership Will

Not just humility but will to move toward excellence

Walk the talk continually

LEVEL 5 LEADERSHIP

The worst leader, the people fear.The next best leader, the people pay.The next best leader, the people love.The best leader, the people think they

did it themselves.

Tao Te Ching

FIRST WHO…THAN WHAT

First be concerned with who is on your bus and with what you are going to do

When you know you need to make a people change, act

The right people: People who can argue and debate, and then unify once decision is made

CONFRONT THE BRUTAL FACTS

Great companies continually review the brutal facts to refine their vision and goals

Staff must feel safe to bring the “brutal facts” of reality to the leader

“There must be a climate where the truth is heard”

A CLIMATE WHERE TRUTH IS HEARD

Lead with questions not answers

Engage in dialogue and debate not coercion

Conduct autopsies without blame

Red flag mechanism

CHANGE BY DESIGN – NOT BY DEFAULT

When tempted to tell, ask

DEVELOPING THE LEADERS AROUND YOU

What are the characteristics of

good leaders?

CHANGE BY DESIGN – NOT BY DEFAULT

It takes a leader with vision to see the future leader

within the person

CHANGE BY DESIGN – NOT BY DEFAULT

Workshop Design:

CONTRIBUTIONS OF STAFF TO THE CHANGE PROCESS

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

A group decision is superior to one made by the smartest individual in the group.

Shift from “hired hands” paradigm to seeing staff as most important resource.

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

Creating a team spirit is useful: If you want staff to take responsibility for

quality and productivity If you want to reduce costs If you want to serve you customers

better If the work requires judgment If the work requires a variety of activities If the work requires a range of skills.

CHANGE BY DESIGN – NOT BY DEFAULT

“Leadership is not something you do to

people. It is something you do with people.”

USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY

Make use of staff as a team Coach staff in team skills Celebrate and encourage

change agents

USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY

Empower your staffs

Empowerment is the process of helping the right people make the right decision for the right reasons

Everyone is a manager responsible for quality.

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

A team is a group of people working together toward a specific objectives

Teams/Staff that are functional and empowered: Pool abilities and focus energies on the

tasks /areas that need attention at any given moment

Provide more capable and flexible coverage of organizations needs.

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

Using team work in day to day operations, builds a staff trained To problem solve, To lead, To scan environment for enhancement

opportunities and problem resolutions. To learn quickly, stop on a dime and

change

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

Role of the Successful Manager: Coordinates Activities Advises on Problems and

Opportunities Provides Resources Coaches on Problem Solving Assists in Implementation Provides informal and formal

recognition

CHANGE BY DESIGN – NOT BY DEFAULT

The first responsibility of a good leader

is to define reality andthe last is

to say “thank you”.

STAFF AS A TEAM

What are the characteristics

of a good team player?

TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES

What are the characteristics

of an effective coach?

LEADER AS TEAM COACH Coaching

Make sure staff members are prepared

Create a positive atmosphere Demonstrate or clearly describe

desired performance Observe player performing activity Follow-up / Feedback

PARADIGM SHIFT Boss

Talks a lot Tells Fixes Presumes Seeks control Orders Works on Assigns blame Keeps distant

Coaches Listens a lot Asks Prevents Explores Seeks commitment Challenges Works with Takes responsibility Makes contact

CHANGE BY DESIGN – NOT BY DEFAULT

Guidance without interference is the primal virtue

Tao Te Ching

CHANGE BY DESIGN – NOT BY DEFAULT

Workshop Design:

BECOMING A LEARNING ORGANIZATION

BECOMING A LEARNING ORGANIZATIONS

Assess your learning culture Promote the positive Make the workplace safe for thinking Reward risk-taking Help people become resources for

each other Put learning power to work

BECOMING A LEARNING ORGANIZATIONS

Map out a vision Bring the vision to life Connect all the systems Get the show on the road

CHANGE BY DESIGN – NOT BY DEFAULT

Nothing is worse for an organization

then a good idea put into practice badly

CHANGE BY DESIGN – NOT BY DEFAULT

Workship Design:

THE CHANGE PROCESS

Change Initiatives Must Be . . .

• Relevant• Timely• Clear• Credible

• Multifaceted• Continuous• Bi-directional

Change Initiatives must address:

Multiple levels of the organization including: Program/organizational level Practitioner/clinical level Client/patient level

p. 27

The Stages of Change

Pre-contemplation not thinking about change –

everything is working like it is suppose to

Contemplation thinking about change but ambivalent

– are things really that bad?

P. 20/28/52

The Stages of Change

Preparation getting ready to change but not quite

ready to act

Action actively changing

Maintenance made change and trying to maintain it

The Steps

Steps listed in The Change Book provide guidelines for each aspect of the design, development, implementation evaluation and revision of your change initiative

P. 9/13

Minimizing Resistance

Directly address resistance Discuss pro’s and con’s openly Provide incentives and rewards Celebrate small victories

P. 21

Minimizing Resistance

Actively involve as many people as possible

Emphasize that feedback will shape the change process; it is bi-directional

Use opinion leaders and early adopters

Minimizing Resistance

Listen to fears and concerns Educate and communicate Develop realistic goals Actively listen to resistors

REFERENCES

1. Blanchard, Ken. The Heart of a Leader: Insights on the Art of Influence. Tulsa: Honor Books, 1999.

2. Collins, Jim. Good to Great. New York: Harper Collins Publishers, 2001

3. Goleman, Daniel, Boyatzis, Richard, McKee, Annie. Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press, 2002.

REFERENCES4. Holp, Lawrence. Managing Teams. New

York: McGraw Hill, 1999.5. Kline, Peter and Saunders, Bernard. Ten

Steps to A Learning Organization. Arlington: Great Ocean Publishers, 1993.

6. Maxwell, John C. Developing the Leaders Around You. Nashville: Thomas Nelson Publishers, 1995.

7. ____. The 21 Indispensable Qualities of A Leader: Becoming the Person Others Will Want to Follow. Nashville: Thomas Nelson Publishers, 1999.