“It’s not our differences that divide us, it’s our judgments about each other that do.” (Meg...

Agents for Change/KVHRA April 2013

“It’s not our differences that divide us, it’s our judgments about each other that do.” (Meg Wheatly)

Becoming Agents of Change


Agenda:Introduction/ Setting the Context Applying the Cycle of Change ModelResistance to Change – 3 level ModelGetting Change Back on Track

“The List”Next Steps/ Action PlansResources / ongoing support

Becoming Agents of Change


Build a case for Change“that’s a great idea”, “how can I help”,

Get Change Up and RunningGet stakeholders involved from the start of the ChangeHave integrated/coordinated Change plans

Sustain Commitment to Change over the long haulUnderstand Change takes time, support and follow-thru

Are good at spotting ResistanceHave action plans for when a change derails Get the change back on track

Successful Change Agents


Change is Really HardThe Power of ResistanceLeaders don’t like to give up control

Why Change Fails


Change occurs in cyclesCycle of Change can help:

See that no change lasts foreverUnderstand why resistance is occurringPredict consequences of change approachMonitor progress/take corrective action

Applying the Cycle of Change

Cycle of Change ModelAdapted from “Beyond the Wall of Resistance” by R. Maurer

Time to Move on

In the Dark

See the Challenge

Get Started

Rollout

Results


In the Dark/(“one o’clock on cycle”)Limited Information

See the Challenge (“3 o’clock on cycle”)The most Important point in life of a change

Get Started (“6 o’clock on cycle”)Gets most attention in change management literature

Cycle of Change


Rollout (“8 o’clock on cycle”)Implementation Phase

Results (“10 o’clock on cycle”)See ResultsTransition to Status Quo

Time to Move on (“12 o’clock”)Nothing lasts forever

Cycle of Change


Getting ahead of others on Change CycleResistance

It’s a common Mistake that we all make

The Biggest Mistake in Change Implementation

“I Don’t Get It!”Intellectual

“I Don’t Like It!”

Emotional“I Don’t Like You”

Personal

3 Levels of Resistance


70% of change efforts failExecutives identify resistances as primary reason for change failuresReal problem is leaders plan changes in ways that create inertia, apathy, opposition

Resistance to Change/Why It Matters and What to Do About It


You’ve Got to Know What Creates Resistance to Change

“I Don’t Get It!”

Intellectual

“I Don’t Like It!”

Emotional“I Don’t Like

You”Personal

3 Levels of Resistance


Level 1 – “I Don’t Get It” Make Your Case for change

Level 2 – “I Don’t Like It” Remove as Much of the Fear as You Can

Level 3 – “I Don’t Like (Trust) You”Rebuild Damaged Relationships & Tend to Neglected Ones

Three Levels of Resistance


The Cycle and three Levels

3 Levels of Resistance1. “I Don’t Get It!” (Understanding/Intellectual)2. “I Don’t Like It!” (Reaction/Emotional)3. “I Don’t Like You!” (Trust/Confidence, Personal)

Adapted from “Beyond the Wall of Resistance” by R. Maurer

Time to Move on

In the Dark

See the Challenge

Get Started

Rollout

Results

Resistance


Make a compelling case for changeApplies no matter what type/size of changeOrganizations that ignore this risk failure

The Most Important Thing You Can DoTo Make a Change Successful


Is there an urgency to change?Who are the stakeholders?Bridge the Gap between what is “seen”

Address Why Before How


Who is the champion for the change?Who needs to support the change?Who needs to go along with the change?

Cast a Wide Net


Pay attention Gaps - what do you see / what do others seeIdentify where the disconnects areDoes Gap resist because of lack of shared data

Mind the Gap


It’s not just about informationPeople need to understand what you are talking aboutPeople need emotional connectionPeople must trust the source/trust you

Bridge the Gap


Need more than just thinking you’ve made the case for changeYou know that you’ve reached all 3 levels

They got itThey liked itThey trusted what you told them

People ask questions that show interest in what you are sayingChallenge what you are saying out of a real concernSuggest ways to deal with challengesVolunteer to helpTake leadership roles People are saying “I” and “We” not “You” and “They”

How Can You Tell That You’ve Made a Case?


Step before starting:Make the case for change before doing anything elseAddress the “Why” before launching the “How”

Now get started:Involve others in planning and implementation Communicate the vision and planAddress long term issues nowMonitor Progress

Getting started right


Shows where you want others to headVision points the wayClear picture of what the end result should look likeWhen you want to meet the targetValues that are important to support the change

Vision gives people something to aim for

Change Vision


Communication – multi-dimensionalInvolve others in planning and delivering communicationsAsk for feedback, integrate feedback, ask for more feedback, integrate, ask for feedback …

Monitor progressEvery step of the way

Financial targetsDeadlinesTechnical accomplishmentsClarity and motivation

Communicate and Monitor progress


A changed project implemented months ago is slowing to a halt.Examples:1. Rolled out a change – no one noticed2. The change project just vanished3. Resistance - is bringing everything to a stop

If you don’t act to turn things around the project will likely fail.Whatever the reasons – you must regain support of the stakeholders.No matter what the situation, you must talk with people you trust and who know what’s really going on – and cover “key questions”.

Getting Back on Track


Pay attention to:The early warning signsDig and find out why things are derailingFigure out what the data/information means

Ask people what’s going on and Listen

Consider that there may be a lack of leadership commitment/ support

Getting Back on Track


•What do you think will happen if we continue on as planned?•How likely is it that we will be successful? And, why do you think that?

If the problem is technical, financial or priorities go fix the problem.If it has to do with People need to get “the list”

Key Questions

Technical Financial Priorities PeopleWrong software, platforms or equipment

Lack of support may be due to difficulty using technology

Need a technical solution

•Budget dollars pulled; budget was never enough to start with

•Need to find money for project from elsewhere or take from other project

•Are people expected to work on project and continue to complete all other tasks?

•Then it is a Leadership problem

•Must back burner other work on tasks – this requires real courage

•Not engaged

•Actively resistant

•Must address the human issues – find out what is on “the list”


After you discover what’s going on (from those you trust to tell you), you need to know what the change stakeholders are thinking and feeling - Get “The List”

The reason why people support or oppose the changeUtilize – Your Survey Questions.

Remember support/resistance for change comes from 3 levels.1. People understand what you are talking about or they don’t.2. They are either excited, committed, engaged in the change – or they

are scared out of their wits.3. Either they trust the people leading them on the project or they fear

that the clowns are running the circus.Once you know what’s on “the list”, you can begin to address the problems.


Beyond the Wall of Resistance

The Magic List: Secrets of successful Organizational Change

The Real Reason People Won’t Change

23 Great Ideas to Help Keep a Change Alive

Carolyn’s contact [email protected] – 207 929 0238

Resources

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