7th SASMA Business Security Conference – Your Business Challenges Today & Tomorrow
MLCP: The Business of Tomorrow
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Transcript of MLCP: The Business of Tomorrow
MLCP: The Business of TomorrowMODULE 1 – Dealing with Change
Desired Outcomes for this Module:
I will understand the different types of change, and explore how I have reacted in the past;
I will understand the nature of transformation, and how it impacts productivity;
I will explore managing transformation through all three change phases, and will understand the checklist for guiding that process.
About the Session Outcomes…
Why were the Session Outcomes written in the ‘first person’?- To ‘pin you down’ ?
When you read the Session Outcomes in the ‘first person’, (especially if you do it out loud), it helps you to materialize them as ‘Self-Fulfilling Prophesies’
- An ‘Accelerated Learning’ Principle
On Change- Three Quotable Quotes
Isaac Asimov1920 - 1992
Scientist, visionary, and prolific writer
“The only constant is change - continuing change, inevitable change.
That is the dominant force in our world today.”
“If you always doWhat you’ve always done,
You’ll always get
What you always got”
Vance Packard1914 - 1996
Sociologist and acclaimed author
Albert Einstein
“No problem can be solved with the
1879 - 1955
Physicist and humanist
same consciousness that created it”
‘Dealing with Change’ : Core Material
Change and Transition
The Three Phases of Transformation
Transition and Performance
Managing Self & Others through the Process
Change and Transition
“Any significant alteration in the flow of an established pattern”
Three Types of Change:1. ‘Cyclical’ Change:
- Flow alters, but regains before-change pattern
2. ‘Structural’ Change:
‘Change’ Defined:
- Flow alters, and holds at a new level
3. ‘System Transformation’:- System changes radically
Change and Transition
Change: An ‘External’ Event:
Transformation is ‘Internal’:- A personal outcome in response
to change, generally signallingthe ending of old patterns.
Transition: The Passage Between:- The natural process of disorientation
and reorientation, marking the turning point in the path of growth.
- An identifiable occurrence that happens to us.
? ! * ! ?
Based on ‘Transitions - Making Sense of Life’s Changes’,
Second Edition - 2004ISBN-13 978-0-7382-0904-3
Da Capo Press
by William Bridges
Phase 1 Phase 3Phase 2
(Per W. Bridges)
The ‘Transformation’ Model
Time
100
0
% of OurFocus
The ‘Transformation’ Model
CHANGEEVENT = A challenge to see and
accept a new pattern
- Feelings of loss- Anger / fear / anxiety- Change-resistance
- A time of chaos and creativity- Mixed feelings of risk and opportunity
Characterized by:
All transformations begin with a change event
‘NEUTRAL ZONE’:
‘NEW BEGINNINGS’:- Pathway now clear, but still many challenges- Feelings of hope and optimism predominate.
‘ENDINGS’
Perf
orm
ance
Time
SATIR CHANGE MODEL
Impact of Transition on Performance
TRANSITION AND PERFORMANCE
1 - ‘Late Status Quo’:
Satir Change Model
- The ‘way things have been’.
“Foreign Element”:
2 - Resistance:
3 - Chaos:
“Transforming Idea”
- Change Event.
- “Threat analysis”
- Performance can drop in this transition phase.
- The ‘Awakening’; Morale & performance recover rapidly
4 - Integration:
5 - ‘New Status Quo:
- Focus is predominantly on new targets; performance gains available.
- There, but still unsure.
During 1 - ‘Late Status Quo’:Encourage people to seek improvement info and concepts from outside the group.
During 2 - ‘Resistance’:Help people to open up, become aware, and overcome the reaction to deny, avoid or blame.
During 3 - ‘Chaos’:Help build a safe environment enabling people to focus on their feelings, acknowledge their fear, and use their support systems. Help mgmt avoid any attempt to short circuit this stage with ‘magical solutions’.
During 4 - ‘Integration’:Offer reassurance and help finding new ways of coping with difficulties.
During 5 - ‘New Status Quo’:Help people feel safe so they can practice.
Satir Change Model
TRANSITION AND PERFORMANCE
Based on‘The Satir Change Model’
byVirginia Satir et al
Science & Behavior BooksISBN 0-8314-0078-1
Lots of communication;
Sympathetically acknow- ledge the losses;
Sell the PROBLEM - not the solution;
Define what’s over - AND WHAT ISN’T
Mark the ‘endings’
Continually check in;
Find other change agents.
Tap into Creativity;Focus on the Vision;Ideation; Synergy.
Build Temporary System;Create interim bridge;Emphasize ‘Interim’.
Start to Sell the Solution;Safe to now focus on benefits and advantages of new system.
Facilitate Problem-Solving.Engage all in finding solutions;Manage discussions to avoid backsliding.
Keep Communicating!;
Point to the Plan (but maintain flexibility);
Beach-head succes; build ‘success-ively’
Symbolize new identity / Situation
Celebrate Success.
Trouble-shoot to re-rail; Problem-solve recurrences
WORKSHOPS
WORKSHOPSFor in-session workshops, we’ll use a sequence called
‘FAST CYCLE – FULL PARTICIPATION’It’s a structured technique that enables ideas to be generated, problems to be solved, and decisions to be reached….….faster, more accurately, and with a greater level of acceptance than is normally possible using more traditional methods.
Promotes ownership and commitment through involvement;
Taps their collective knowledge, experience, and creativity;
Provides the structure to ‘stay on track’;
Gets the job done quicker and more effectively;
Is a highly effective learningand team-building medium.
Actively engages everyone in the process;
TogetherEveryoneAchievesMore
Facilitator ‘Primes the Pump’ with an opening
review of subject
Participants complete individual assignment
on the subject
Sub-teams brainstorm, consensus-reach, and
prepare summaries
Sub-team speakers report back to main
groupCONTRIBUTED BY
For a full text version, visit the MLCP
Supplemental Materials Website
As your FC-FP ‘Individual Assignment’ please enter at least one example of each of the three change types from your personal change experience.
Take ten (10) minutes to do this. Mentally revisit the examples you cite in preparation for sub-team discussion.
Use the reverse side of the sheet if you require more note-space.
In FC-FP sub-teams, prepare accumulated lists of feelings and intensities experienced for each of the change types.
Then for each change type in turn, rank-order the most predictable feelings people are likely to experience in each of the change phases.
Prepare a flip-chart summary and elect a spokesperson.
Your sub-team has thirty (30) minutes to complete this.
Working either individually or in conjunction with a ‘Study Buddy’, complete Workshop #2, using the Core Material information & checklists to guide you.
Please complete ‘Managing Transformation’ before the Module 2 session date.