Module 9: Overcoming Psychological Barriers/A Changing Mindset
Changing organizational mindset
-
Upload
allison-pollard -
Category
Leadership & Management
-
view
611 -
download
0
Transcript of Changing organizational mindset
Changing Organizational Mindset
Image credit: NLShop/Shutterstock
Allison Pollard
• Agile coach and consultant
• Firm believer in continuous improvement
• DFW Scrum user group leader and Dallas Agile Leadership Network member
• Glasses wearer
Ronnie Cooke
• Agile Coach, Scrum Master, and Consultant
• Proud father• Missionary• Family Social Media
private investigator, prosecutor, and judge
Today’s Agenda• About Change
– Why people resist change– The change process– Approaching resistance– Finding congruence
• Being a Coach for Change– Building trust by listening– Training– Mentoring– Facilitating– Coaching
• Wrap Up and Takeaways
ABOUT CHANGE
Image credit: NLShop/Shutterstock
Change!
• Move at least 2 tables away• Look to your left and right. You cannot sit next
to those people
Was that fun?
Image credit: NLShop/Shutterstock
What are some things that make people resistant to change?
• Nothing is broken • Status/earned respect
with current• Don’t know how to do the
new behavior or practice• Like working the current
way/enjoyment• Sense of control with old• Perceived value of new
behavior or practice is low
Image credit: NLShop/Shutterstock
People are willing to cross the Edge only if they see what’s in it for them
The EdgePr
imar
ySecondary
The Edge is the line between the known and the unknown—it is at the limit of what we know about ourselves.
Organizations can cross Edges too
Organizational Edge
D
B
E F
C
A
Others’ resistance might put you at the Edge as a Coach
Directing won’t lead to real changes--recognize if you’re feeling stuck in certain behavior patterns
Image credit: NLShop/Shutterstock
Can you see the person’s potential to change?
Start with who is closest to the Edge & willing to work with you
Image credit: NLShop/Shutterstock
Can you acknowledge the past?
• Honor what they love about the past
• Build trust by listening (not by convincing)
Image credit: NLShop/Shutterstock
Can you align Self, Other, and Context for Congruence?
• Self: your own needs and capabilities
• Other: the needs and capabilities of other people
• Context: the reality of the context (the larger external world of things, structures, processes, laws, and cultures) in which you are operating
Image credit: NLShop/Shutterstock
BEING A COACH FOR CHANGE
Image credit: NLShop/Shutterstock
Building Trust by Listening
• Inquiry: asking questions
• Acknowledgement: proving that you understand the other person
• Advocacy: sharing your own perspective
Image credit: NLShop/Shutterstock
Activity
ListenerCoachSpeaker
• Listener: Select topic. Can only use inquiry and acknowledgement.
• Speaker: Antagonizes Listener. Can only use advocacy.
• Coach: Keeps the Listener on track.
A Coach’s Palette
Teaching Mentoring
Facilitating Coaching
Teaching • Short trumps long• Interactive appeals to
emotions, which is the most effective way to capture attention and memory
• Groups learn faster than individuals
• Reinforce core values and principles through games and simulations
Image credit: NLShop/Shutterstock
Mentoring
• Describe who I am more than why I’m awesome
• Share my struggles and successes
• Mentoring brings your own capabilities into play—tell stories, give advice, suggest resources
Image credit: NLShop/Shutterstock
Facilitating
Way to engage people in co-creating their own environments to set up the conditions for positive change from the start.
Image credit: NLShop/Shutterstock
Coaching
• Coach the person, not the problem. If you coach the person, they’ll solve their own problem
• Ask powerful questions• Fully listening• Self-management
Image credit: NLShop/Shutterstock
Coach’s ability to move and grow will help others to do the same
Image credit: NLShop/Shutterstock
WRAP-UP & TAKEAWAYS
Image credit: NLShop/Shutterstock
What do YOU want?
• To be right or to win?• To convince or to
connect?• As a coach, you cannot
want change for them and then expect it to happen—they have to want it for themselves.
Image credit: NLShop/Shutterstock
Congruence
Image credit: NLShop/Shutterstock
• Honor the past and seek to understand their needs
• How can you align your needs, others’ needs, and the context to effect change?
Elevating Your Skills
• Step back and assess where you are and how it’s going
• Are you willing to stretch yourself for change to happen?
• Try using different skills in your approach
Image credit: NLShop/Shutterstock
Transforming the Organization• Consider the broader
organizational context and determine your best actions to positively affect it.
• Identify thought leaders and enroll them in the change. Once a majority is enrolled, most of the rest will fall in.
• The process will require time and continued support to effect the change. Not everyone will agree with the change.
Image credit: NLShop/Shutterstock
Contact
Allison [email protected]@allison_pollardwww.allisonpollard.com
Ronnie [email protected]/ronniecooke