Embracing Change
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Transcript of Embracing Change
Bret L. Simmons, Ph.D.UNR Extended Studies
October 23, 2014
Embracing Change
www.bretlsimmons.comhttp://www.slideshare.net/BretLSimmons
What do you want to learn
today?
Yesterday’s home runs don’t win today’s games
Babe Ruth
Sigmoid Curve (Charles Handy)Sigmoid Curve (Charles Handy, 1995)
Discipline of The Second Curve
“..always assume that we are near the peak of the first curve and should therefore be starting to prepare for the second” (p.57)
Exercise 1
Identify a change that is happening right now at work. Why are you resisting that change?
Integrity
Primary Sources
For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
If you want to be effective at helping others change their
behavior, then build a reputation for
proactively changing your own behavior
Change Metaphor
Rider - Rational – Deliberates,
analyzes, looks into the future
– Provides planning and direction
Elephant – Emotional
– Feels pain and pleasure
– Provides the energy
Direct the RiderFollow the bright spots:
Investigate and clone the successes
Destination postcards:Shows the Rider where you are headed and the Elephant why the journey is worthwhile
Change is easierwhen you know whereyou are going and whyit is worth it
Script the critical movesBe specific about the behavior you want to change
Direct the Rider• What looks like resistance
is often a lack of clarity• Clarity dissolves
resistance
Motivate the Elephant
Find the feeling
Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
Shrink the change:
Break down the change until it no longer spooks the Elephant
Sense of progress is critical
Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What would someone like me do in this
situation?
Grow your people
Encourage a growth mindset by
praising effort rather than skill
Growth Mindset
• Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own.
• Everyone can learn to work smarter
27
Motivate the Elephant
Change is hard because people wear themselves out.
What looks like laziness is often exhaustion
Shape the PathTweak the environment. When the
situation changes, behavior changes
Build Habits
Supportive habits that are easy to embrace and advance the new
behavior
Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
Checklists help educate people about what is best by showing then the right way to do something
Rally the HerdBehavior is contagious; help it spread
Shape the path
What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
The law of crappy systems trumps the law of crappy people
35
How can you partner with others to help fix crappy systems?
This sucks and so do you
Here is my suggestion
This system does not work as well as it could. I have a few suggestions. Here are some things I can do to help make
it better
Organizational CitizensTaker, Matcher, or Giver
Takers view success as attaining results that are superior to others
Matchers see success in terms of balancing individual accomplishments
with fairness to others
Givers characterize success as individual achievements that have a
positive impact on others
How you give determines if you will achieve long term success or languish at the bottom
Concern for Other’s Interests
LOW HIGH
Concern for Self-Interest
LOW Apathetic Selfless: Self-sacrificinggivers
HIGH Selfish:Takers
Otherish:Successful Givers
Exercise 2
How can you improve the citizenship behavior in your organization?
Discuss ways you can direct the Rider, motivate the Elephant, and shape the Path to create more otherish givers in your organization.
Questions?