CHANGE STYLE PREFERENCE - AUCD

Navigating Change Presented by:

Angela Rosenberg Contact Angela @

[email protected]

www.insideoutenneagram.com

8/12/2016 Inside Out 1

http://www.insideoutenneagram.com/

©2003 Discovery Learning, Inc. All

Rights Reserved.

https://www.discoverylearning.com/store/a

ssessments/change-style-indicator/

When approaching “changes” or dealing with situations involving change I…

I am ready to change things! Prefer the status quo Am dissatisfied with the status quo

Feel threatened Enjoy uncertainty Honor traditional ways of doing things

Can balance all perspectives Say…”Why change it?” Can see both sides of an issue

Like to challenge the existing structure Am practical and make it workable Am reluctant to take a risk

Am conventional Think : “It depends” Like unexplored risk

Like to preserve what is Ask others and get consensus Say, “What are the pro’s and con’s to

changing it?”

Think, “Let’s wait awhile” Like to make change happen…take big leaps Respond best to baby steps…incremental

change

Say…”Why not change it?” Move forward Am often middle of the road

Am predictable Am visionary Am unconventional and spontaneous

Just say “no”…at least at first Feel stuck… Just DO IT!

Compromise Am often indecisive Am often non-committal

# RED # BLUE # GREEN

When it involves Change

What is your Preferred Style?

8/12/2016 Inside Out 3

Change over time…

Names

Hair color

Homes

Weight

Jobs

Taste

Partners

Careers

Hobbies

CHANGE Organizational Change

Change can be a Stretch.….

8/12/2016 6

Balance is achieved through Oppositional Forces

8/12/2016 7

Change style preference is

–A dimension of our personality

–Consistent over time

–A pre-determined, neurologically-based aspect of personality

When facing change…. Work of W. Christopher Musslewhite, Ed.D, Dangerous Opportunity: Making Change Work, 2004

CSI: Change Style Indicator

https://www.discoverylearning.com/store/assessment

s/change-style-indicator/

CSI Slides and Descriptors Adapted & Used ©2003

Discovery Learning, Inc. All Rights Reserved.

Change Style Indicator ®

A Discovery Learning Product

https://www.discoverylearning.com/store/assessments/change-style-indicator/






CHANGE STYLE INDICATOR® CSI DOES: CSI DOES NOT:

Offer an explanation of preferred style of initiating and dealing with

change

Describe three change style preferences that are more personality influenced than situationally influenced

Create an appreciation for change-style diversity

Present a right or wrong, “better” or “worse” change style

Measure level of competence at initiating and managing change

Limit individuals to predetermined responses to change

©2003 Discovery Learning,

Inc. All Rights Reserved.

CHANGENavigating Change STYLE PREFERENCE



PRAGMATISTS

Explore the

structure

Prefer change

that is

functional

CONSERVERS

Accept the

structure

Prefer change

that is

incremental

ORIGINATORS

Challenge the

structure

Prefer change

that is

expansive

A Story

Revered Remoulade

vs.

Tasty Tarter Sauce

• Resist changing the environment?

• Question why change without discussion?

• Question what is wrong with the current situation?

• Wonder about rationale….?

• Need and seek clarity?

• Express interest and enthusiasm for a change?

What was your response to the proposed office c

CHANReflect on Your “Response” to Change… hange(s)?



Change Our work, our ideas, our diet, rules

Consistent

In Envisioning and Creating a Diversity Plan

CHARACTERISTICS

When facing change CONSERVERS

Prefer change that maintains current structure

May operate from conventional assumptions

Enjoy predictability

May appear cautious and inflexible

Honor tradition and established practice



What might a Conserver Create or Expect…?

CHARACTERISTICS

A Strategic Plan

CONSERVERS are likely to

Work within the current structural or organizational framework

Change based upon the current mission and goals using incremental short term goals

Appreciate continued partnerships and working relationships

Move forward with caution with

particular awareness of: swoT Honor tradition and established

practices

CHARACTERISTICS When facing change ORIGINATORS

Prefer change that challenges current structure

Will likely challenge accepted assumptions

Enjoy risk and uncertainty

May appear as visionary and systemic in their thinking

Can treat accepted policies and procedures with less regard



What might an Originator Create or Expect?

CHARACTERISTICS A Strategic Plan

ORIGINATORS are likely to Change the current structure of the

organization

Question the accepted way of doing things—move away from status quo

Proceed despite risk and uncertainty

swot

Envision a new model and goals for the future

Envision new plans regardless of contrasting policies and procedures



CHARACTERISTICS When facing change

PRAGMATISTS

Prefer change that emphasizes workable outcomes

Are more focused on results than structure

Are open to both sides of an argument

May take more of a middle-of-the-road approach

Appear more team-oriented



What might a Pragmatist Create or Expect?

CHARACTERISTICS A Strategic Plan

PRAGMATISTS are likely to

Focus upon workable outcomes and be open to both sides of an argument

Weigh benefits and risks before drafting

SWot

Seek and act upon team/community input

Include multiple options for review before sign-off



PERCEPTIONS ORIGINATORS see CONSERVERS as:

Dogmatic

Bureaucratic

Yielding to authority

Preferring the status quo





PERCEPTIONS CONSERVERS see ORIGINATORS as:

Impulsive

Lacking appreciation of tested ways

of getting things done

Starting but not finishing projects

Wanting change for the sake of

change



PERCEPTIONS PRAGMATISTS can be perceived by strong

CONSERVERS and ORIGINATORS as:

Compromising

Indecisive

Easily influenced

Noncommittal

CSI CONTINUUM

S-12

CONTRIBUTIONS TO THE ORGANIZATION

Respect for routine and rules

LEADERSHIP STYLE

Practical realities

Expect cooperation

Promote tradition and values



Style Summary

Conservers

CONTRIBUTIONS TO THE ORGANIZATION

Encourage and Foster cooperation

LEADERSHIP STYLE

Use past experiences to solve current problems

Build cooperation

Facilitative



Style Summary

Pragmatists

CONTRIBUTIONS TO THE ORGANIZATION Encourage risk LEADERSHIP STYLE Long range vision Reorganize system Organize simultaneous tasks



Style Summary

Originators

Questions for Assessing Situational Appropriateness of Change Style

How many solutions have been tried already?

How critical is time?

How limited are resources?

How critical is the situation?

How long has the team worked together?

Are politics playing a part in the situation or decision?

Who is requesting the change?

Is the client a conserver, a pragmatist, or an originator?

In what stage of development is the project?

Has the competition changed?

©2003 Discovery Learning, Inc. All Rights Reserved.

The KEY: To Understand and Use the Change Language of Others

• A child with a neurodevelopmental disability

• A sibling, parent, and/or care-partner

• Community partners

• Interdisciplinary team members

• Colleagues

• Policy makers

Insideoutenneagram.com

Talking Change CONSERVERs PRAGMATISTs ORIGINATORs

“Let’s take this slowly” “Let’s be flexible and consider options”

Why not get “ahead of the curve”

“One step at a time---what feels comfortable to you?”

“What do you think? Why don’t we check in with-----to get their opinion”

“Visionary new idea!”

“Let’s think about it…” “What about this plan--?” “Will this schedule work for you?”

“Think about the possibility”

“What have you done in the past….?”

“Let’s handle …..like this! I’m on it!”

“New!” “Exciting!”

“Maybe we can try ‘this’ first and see how it ‘feels’ (‘works’) and then decide

“Let me list some pro’s and con’s” “Why wait? Let’s get started!”

“Maybe we can do this part---and leave the rest as it is…”

“Based on what I’ve read” “After looking at a number of websites”

“We can set up details later….Let’s move forward—not look backward”

Change= Event + Emotion

• Change is the event

• Emotion is the psychological process

• Human reactions: fear, anxiety, anger

Create a Readiness Culture

“We know changes are

coming, but we are not ready.”

Fear

“We know about the changes and

are prepared”

Ready to Go

“

We didn’t expect the changes and

are unready”

Chaos

“We are prepared for impending

changes.”

At the Ready

UNPREPARED PREPARED

UN

EX

PE

CT

ED

E

XP

EC

TE

D

“A Leader without Followers in Just a Person Out for a long Walk….. “

Linda Lopez, Former AZ State Senator

University of Arizona Leader Intensive Panel

8/12/2016 39

Creating a Collective Readiness Culture

KNOWING the

WHY

“We know about the changes and

are prepared”

Ready to Go

KNOWING the

WHY

“We are prepared for impending

changes.”

At the Ready

PREPARED for CHANGE

UN

EX

PE

CT

ED

E

XP

EC

TE

D

Exploring the “WHY”

The WHY is the Belief that underlies everything you

“do”—

How and what you do means little without a unified

Vision

A clear sense of WHY sets Expectations

“Your” WHY is what makes your program

Unique

Sinek, S. Start with Why, 2009 41

Exploring the “WHY” of Diversity through the lens of change

Diversity

THE

WHY

Our Vision

Of Diversity

Our Beliefs

Related to Diversity

• WHY • WHY

• We are here to train and prepare a Diverse Inter-professionalClinical Workforce

• We are the Future of Public Health and Support the MCHB Goals for Diversity & Cultural Competence

HOW: HOW:

HOW:

HOW:

WHY?

Diversity

Packet of Resources

Please visit the AUCD Website:

2016 Joint Meeting Selected Topical Resources: Navigating Change, Diversity, Decision Making and Strategic Planning

Including: Websites, TED Talks, Slide Presentations, Worksheets, Discussion Handouts and Other Resources


CHANGE happens…

So be prepared…

Be observant….

And enjoy…

“Nothing Endures but Change” My Thanks to: The Joint Training Meeting Planning Committee for their confidence in me, time, and insights in developing the learning goals for this “virtual” meeting My Colleagues at the University of Arizona LEND for allowing me the honor of joining them as they continue to develop to grow a robust interprofessional leadership program The UNC MCH Leadership Consortium faculty with whom I continue to collaborate and share interprofessional leadership insights The Interprofessional Leadership Learning Collaborative faculty for their collective insights and dedication to sharing leadership strategies The Maternal and Child Health Bureau and AUCD for their ongoing support in developing National models of leadership training Marty Rosenberg…my favorite “Conserver” for allowing me to tell his story

To Ben Kaufman for his invitation to me to facilitate this meeting and his leadership and organization throughout the planning and delivery process.


CHANGE STYLE PREFERENCE - AUCD

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