Organizational Culture ChangeCSDA Leadership Institute 2013

Ice Breaker Cross Your Arms Clasp Your Hands

Change Rule #1 If I’m not a part of the planning of the change, I will resist it

more strongly

Anecdote: Involve those who you know to be resistors up front

Change Rule #2 If I do not see the need for the change, I will resist it

Anecdote: Be the inspiration and make a compelling case for change, become a storyteller

Change Rule #3 My job is going to change and I am fearful that I will no

longer be necessary

Anecdote: Communicate to people their value to the organization

Change Rule #4 My job will change and I am fearful that I will no longer be

good at what I do

Anecdote: Acknowledge fear and assure people that there will be plenty of support for them as they change and become masters of new ways of thinking and doing

Phases of Change

Shock - A realization that my comfortable and known ways of doing things are not suitable for current or future conditions.

Denial - The changes won’t effect me; there really is no need for change; I refuse to change.

Rational Understanding – I begin to understand the need for change.

Emotional Acceptance - Sometimes the “crisis” stage where it is understood that I will need to adapt

Exercising & Learning - Acceptance makes way for the learning to begin. Simple, easier projects or steps in the beginning can lead to the feeling that I am a success

Realization – As learning continues a feedback loop is created and I begin to understand which behavior is effective in each situation, opening my mind further to the experience

Integration – My new behaviors become routine

Sense of Mastery in Change Continuum

Change is the Work of Leadership

Leaders set the backdrop for change Providing The Organization with the Understanding of the Need for

Change People do not respond to change for the sake of change, rather they

respond when they understand the underlying need Create more leaders Communicate Vision Understand and Work with Human Response to Change

Organizational Values and Culture Change Create values as an entire organization Infuse your values throughout your workplace

Visible throughout the building A foundation for recognition programs As goal setting in coaching and/or evaluations As part of hiring and promotional consideration

Model the values that are agreed upon Do not ignore behavior that does not fit your culture

Tools to Lessen Resistance Storytelling: creating a compelling reason for changes

Communicate from the “why” perspective Tie the changes back to your organization’s set of Values, Vision,

and Mission Tell the story of the history of your organization

Listen to and Acknowledge Fear Acknowledging fear aloud instantly cuts it in half, moves it from

the emotional brain center to the rational brain center Communicate early and often, inspire and reassure Set out a plan to help staff regain mastery

Kai zen: small change Support and feedback

Infuse Organizational Values into everything you do Praise the good, correct the mis-steps

The Culture of Perfection in a Less Than Perfect World Real substantial culture change takes time New employees quicken the pace Eat, sleep, and breathe the changes you desire Start with those who are excited about the change and

create more change agents Communicate in many ways Celebrate the small wins Listen to your employees and honor their experience