Willow - Personal and Organizational Change.pdf - UNC ...

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WillowJacobson,SchoolofGovernment

Rate of change

Occasional Constant

1 5 10

Change Style Indicator ©1996, 2015, Discovery Learning International – All rights reserved.

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Rate of Change

Occasional Constant

Fine-Tune Radical

Intensity of Change

1 5 10

1 5 10

Intensity of Change


Structural Event

•New job

•New boss

•Reengineering

•New technology

Two dimensions of change

• Merger/acquisition

• New systems

• Revised job

• Personal


Structural EventNew job

New boss

Reengineering

New Technology

Merger/Acquisition

New systems

Revised job

Personal

Two Dimensions of Change

Psychological Response

The process we go through to adjust to the new situation (fear, excitement, anxiety, suspense disappointment)

“Emotions”


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Change management on a broad scale is a logical, transactional process. It’s all about planning, structures, systems, broad communication and detailed organization.

Change leadership on any scale is a psychological and emotional process. It’s all about the trust, caring, and honest communications that underlie all successful human relationships.

Management vs. Leadership

Gary Bradt, The Ring in the Rubble, p.50.

Adapted from Zunin & Myers as cited in DeWolfe, D. J., 2000. Training manual for mental health and human service workers in major disasters (2nd ed., HHS Publication No. ADM 90-538). Rockville, MD: U.S. Department of Health and Human Services, Substance

Abuse and Mental Health Services Administration, Center for Mental Health Services.

Responses to Change Are

Choice

Preference

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“The ability to be aware of, express and control our own emotions is an important part of navigating a change successfully, but so is our ability to understand, interpret, and respond to the emotions of others.”

Know self, know others

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Does:

Offers a preferred style

Describes three preferences

Illustrates change-style diversity

Change Style Indicator (CSI)

Does NOT:

Identify “better” or “worse” change style

Measure competence

Limit an individual’s responses to change

Change Style Indicator (CSI)

Change Style Preference

25% 25%

Conserver Originator

66 56 42 28 13 7 0 7 13 28 42 56 66

50%

Pragmatist

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Change Style Preferences

Conservers

• Accept the paradigm

• Prefer incrementalchange

• Evolutionary

Pragmatists

• Explore the paradigm

• Prefer functionalchange

• Situational

Originators

• Challenge the paradigm

• Prefer expansivechange

• Revolutionary

You have always conducted internal orientation for new members of your team. The AOC has decided that it will be more effective to have a regional committee work together on a new on-boarding effort that will introduce people to the work, your county, while also exposing them to partner in other offices and allow for cross office relationship building.

What is your reaction? What questions do you have? What do you need in order to move forward?

Exercise:

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Change Style Preferences

Conservers

• Accept the paradigm

• Prefer incrementalchange

• Evolutionary

Pragmatists

• Explore the paradigm

• Prefer functionalchange

• Situational

Originators

• Challenge the paradigm

• Prefer expansivechange

• Revolutionary

Change Style Preferences- StructureRules and Policies…

PRAGMATISTSCONSERVERS ORIGINATORS

…provide order and thus have intrinsic value

…are a fact of life, be selective and prudent

… are the problem and often have negative value

S-3b

• Generally appear deliberate, disciplined, and organized

• Prefer change that maintains current structure

• May operate from conventional assumptions

• Enjoy predictability

• May appear cautious and inflexible

• May focus on details and the routine practice

• Honor tradition and established procedures

When facing change: Conservers

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• May appear unorganized, undisciplined, unconventional and spontaneous – React in the moment

• Challenge existing structure• Dismiss traditional ideas when problem solving• Enjoy risk and uncertainty• “May appear” impractical and miss important details• Appear systemic in their thinking• Can dismiss established practices with little regard• Divergent thinkers

When facing change: Originators

• Generally appear practical, agreeable, and flexible

• Value change that produces readily visible benefits

• More interested in functionality than tradition or novelty

• Operate as mediators and catalysts for understanding

• Are open to both sides of an argument

• Take more of a middle-of-the-road approach

• Appear more team oriented to their co-workers

When facing change: Pragmatists

• Understand complex problems

• Bring strong conceptual and design skills

• Push the organization to understand the system as a whole

• Support and encourage risk-taking behavior

• Provide future-oriented insights and vision for the organization

• Serve as catalysts for change

• Initiate new ideas, projects, and activities

Contributions to the organization: Originators

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• Get things done on schedule

• Work well within organizational structure

• Attend to detail and factual information

• Demonstrate strong follow-through skills

• Encourage and adhere to routine

• Respect rules and authority

• Handle day-to-day operation efficiently

Contributions to the organization: Conservers

• Willing to address needs of the org. as they arise• Get things done in spite of the rules, not because of

them• Negotiate and encourage cooperation and

compromise to get problems solved• Take a realistic and practical approach• Draw people together around common purpose• Organize ideas into action plans• Have short- and long-range perspectives• Promote practical organizational structure

Contributions to the organization: Pragmatists

Potential pitfalls for Conservers

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• be rigid in thought and action

• discourage innovation by promoting existing rules, policies and regulations

• not see beyond the present details to understand the broader, strategic context

• delay completion of tasks because of perfectionism

• delay action by reflecting too long on a situation

• appear unyielding and set in their ways

• overly focus on small details and inconsistencies

Potential Pitfalls: Conservers may…

Potential pitfalls for Pragmatists

• appear indecisive and undirected

• not promote ideas and priorities enough

• try to please too many people at the same time

• appear noncommittal

• be easily influenced

• negotiate compromise that is too “middle of the road”

Potential Pitfalls: Pragmatists may…

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Potential pitfalls for Originators

• not adjust their vision to the facts, logic, and practical constraints of the situation

• become lost in theory, ignoring or forgetting current realities

• over extend themselves

• not adapt well to policies and procedures

• appear unyielding and discourage others from challenging them

• ignore the impact of their ideas on the system, others

• move on to new ideas or projects without completion

• overlook relevant details

Potential pitfalls: Originators may…

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CONSERVERS may see ORIGINATORS as:

• Impulsive and unfocused

• Overlooking or ignoring important details

• Lacking appreciation for tested ways of getting things done

• Starting but not finishing projects

• Not interested in follow through

• Wanting change for the sake of change

• Not understanding how things “really” get done

CONSERVERS may see ORIGINATORS as:

ORIGINATORS may see CONSERVERS as:

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• Dogmatic and bureaucratic

• Yielding to authority and/or tradition

• Having their head in the sand

• Supporting the status quo

• Lost in the “weeds”

• Lacking new ideas

• Needing too much direction

ORIGINATORS may see CONSERVERS as:

PRAGMATISTS can be perceived by strong CONSERVERS and ORIGINATORS

• Compromising and mediating

• Indecisive and/or flip-flopping on issues

• Easily influenced

• Noncommittal

• Playing politics

• Hiding behind their team

PRAGMATISTS can be perceived by strong CONSERVERS and ORIGINATORS as:

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Effective

Ineffective


• What tips would you offer the other preferences to help you work together more effectively?

• What questions should others ask you to make sure you are contributing your best and not getting stuck in your style?

Exercise

Communicating Change

Conservers Pragmatists Originators Know the details. Don’t start by presenting

the big picture. Pick one angle and build

from there. Present a minimum of

information and ask what else is needed.

Let them guide you with what they need to know.

Ask about anticipated obstacles.

Speak in terms ofoutcomes.

Talk about theconsequences.

Ask forrecommendations.

Talk about timelines. Ask who’s input is

needed.

Think in the future. Ask what they would like

to see happen. Ask for ideas. Ask what’s effective in

the current system(status quo) that theywould not want tochange.

Talk about theconnection between thechange and futureeffectiveness.

Give details as they arerequested.


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Managing change in the public sector

“It’s like repairing the plane

while it is flying to a new location.”

Former IRS Commissioner Charles Rossotti

What we know: industry/sector preferencesIndustry Mean # Conservers Pragmatist Originators

Law Firms/Legal Services -6.52 1374 44% 42% 14%Health: Public -4.26 1513 37% 46% 16%Government Agencies -3.90 1720 39% 43% 18%Educ: Elementary/Secondary -3.50 2610 37% 45% 18%Utilities -2.71 1029 33% 46% 21%Engineering/Design/Research -2.25 701 34% 45% 21%Health: Clinics/Hospitals -1.40 6647 31% 45% 24%Military/Defense -1.19 2079 30% 47% 23%Human Services -1.00 477 29% 48% 23%Energy/Gas/Oil -0.80 2761 27% 52% 22%Mining/Geology -0.70 486 26% 53% 21%Aviation/Aerospace -0.42 2476 27% 50% 23%Insurance -0.37 4186 27% 49% 24%Banking/Finance -0.12 7545 26% 50% 24%Hospitality/Travel/Leisure -0.03 718 26% 50% 24%Pharmaceuticals 0.04 3773 26% 48% 26%Media/Publishing 0.24 1404 25% 48% 27%Community Development 0.29 1021 25% 49% 26%Health: Products/Equipment 1.21 3769 22% 51% 27%Nonprofit Agencies 1.84 3243 23% 45% 32%Technology/Software 3.49 4247 18% 47% 35%


What inhibits changes?

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• Choice of leaders

• Short-time frame

• Rules governing decision-making

• Operating in a fishbowl

• Shifting political priorities and reforms

• Culture and democratic values

• Funding to manage change

Barriers

• Good reasons to resist change:

• Some new ideas are simply bad

• Many elected officials and political appointees initiate reforms but lack interest in implementation

• Mandates can be ambiguous and their tenure short.

Resistance to change

Successful change requires

1. sustained support from higher levels

2. participative planning

3. flexible implementation

ELEMENTS THAT CAN BE SCARCE

Dilemma about organizational change in government

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1. Chain of command is necessary, but not sufficient

2. The soft stuff is often the hardest to tackle

3. Management is central to mission

4. While structure is important, the organization’s super system may be more important

Lessons

• Traditional bureaucratic forms of organization inhibit change.

• The rule-oriented characteristics and the normal human tendency to resist change bring about resistance.

Resistance to Change

Current state

Future state

THE EXPECTATIONTime

Performance

What does planned change look like?

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Current state

Future state

Transition state

THE REALITY…

Performance

Time

What does planned change look like?

Stages of Change

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Change Navigator

Change management on a broad scale is a logical, transactional process. It’s all about planning, structures, systems, broad communication and detailed organization.Change leadership on any scale is a psychological and emotional process. It’s all about the trust, caring, and honest communications that underlie all successful human relationships.

Management vs. Leadership

Gary Bradt, The Ring in the Rubble, p.50.

• An event – episodic• Understood in terms of a

beginning or starting something

• Happens in a specific time frame – time bound

• External and open for others to see

• Psychological and emotional

• Understood in terms of ending or letting go

• Happens gradually and differs from person to person

• Internally and not always observable

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“The ability to be aware of, express and control our own emotions is an important part of navigating a change successfully, but so is our ability to understand, interpret, and respond to the emotions of others.”

Know self, know others

Discovery Learning® Change Process Model

Cognitive Domain

Emotional Domain

PastOrientation

FutureOrientation

I IV

II III

Acknowledging Implementing

Reacting Investigating

• Begins with awareness

• The process of coping with feelings

• Emotions are apparent

• Patience is critical

• Value – building acceptance and commitment

Stage 1: Acknowledging

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Stage 1: Acknowledging

BEGINNING MINDSET

- Comfort and control

PEOPLE THINK • I’m in control.• I’m satisfied.• I’m doing okay.• I’m doing my job.• Hey, everything is good!

PEOPLE REACTWITH

• Surprise • Uncertainty • Disorientation• Confusion• Disbelief

• Begins with a change

• The process of becoming aware

• Denial is common

• Information is critical

• Value – building understanding of need for and scope of change

Stage 2: Reacting

Stage 2: Reacting

BEGINNING MINDSET - Confusion, disbelief, disorientation

PEOPLE THINK • I’m anxious.• I’ve lost control.• I’m worried.• I’m tired.• Hey, everything is in chaos!

PEOPLE REACTWITH

• Sadness • Shock • Anxiety• Anger• Weariness

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• Begins after feelings are vetted

• The process of exploring options

• Anticipation is common

• Honesty is critical

• Value – building commitment to new reality

Stage 3: Investigating

Stage 3: Investigating

BEGINNING MINDSET - Openness to inquiry and new possibilities

PEOPLE THINK • I’m skeptical.• I’m encouraged.• I’m searching for...• I have expectations of…• Hey, progress is being made!

PEOPLE REACTWITH

• Curiosity • Hope • Caution• Openness• Inquisitiveness

• Begins after direction is defined

• The process of understanding new expectations

• Learning is expected

• Buy-in is critical

• Value – building new skills, behaviors and norms

Stage 4: Implementing

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Stage 4: Implementing

BEGINNING MINDSET - Readiness to learn and accommodate

PEOPLE THINK • I’m back on track.• I’m encouraged.• I’m more optimistic• I’m energized.• Hey, I made it!

PEOPLE REACTWITH

• Satisfaction • Confidence• Purpose• Intention• Commitment

Enabler: Awareness

Derailer: ProlongedDenial

Enabler: Expression

Derailer: Excessive

Resistance

Enabler: Innovation

Derailer: Uniformed

Exploration

Enabler: Ownership

Derailer: Failing to

Commit

Moving Forward

Resistance or Resiliency?

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Proximity to change

Denial is common

Information is critical

Value – building

understanding of the

change

Emotions are intense

Patience is critical

Value – building buy-in

for the change

Helping others: The leaders’ imperatives

Learning is expected

Buy-in is critical

Value – building new skills, behaviors, norms

Anticipation is common

Honestly is critical

Value – building the new reality

Leadership imperatives

Give Information

Give Support

Give Encouragement

Give Reinforcement

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Navigating Change: The Traps

Conservers Convergent

thinkers Need lots of

detailed Seek

acknowledgementof concerns

beforemoving forward

Pragmatists Slow down

Originators Pull along

ConserversWants 100%

buy-in

Originators Divergent

thinkers Likes options

and possibilities Reluctance to

leave investigating for implementing

1. Establishing a sense of emergency

2. Forming a powerful guiding coalition

3. Creating a vision

4. Communicating the vision

5. Empowering others to act on the vision

6. Creating short-term wins

7. Consolidating improvements and producing further change

8. Institutionalizing the new approach

Successful Revitalization in Public Agencies (Kotter’s 8 steps for successful organizational transformations)

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Kotter’s 8 Step Model of Change

• Widespread belief in the need for change

• Clear, sustained leadership, including support from top leadership

• Broad participation in diagnosing problems and planning the change

• Flexible, incremental implementation, involving experimentation, feedback, adaptation

• Building on prior success to institutionalize change

Recommendations

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