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CHANGE BY DESIGN – NOT BY DEFAULT

CHANGE BY DESIGN – NOT BY DEFAULT. Suzan Swanton, LCSW-C Central East Addiction Technology Transfer Center sswanton@danyainstitute.org 240.645.1147. CHANGING BY DESIGN NOT DEFAULT.

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CHANGE BY DESIGN – NOT BY DEFAULT

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  1. CHANGE BY DESIGN – NOT BY DEFAULT Suzan Swanton, LCSW-C Central East Addiction Technology Transfer Center sswanton@danyainstitute.org 240.645.1147

  2. CHANGING BY DESIGN NOT DEFAULT In the following, pages [slides], I offer nothing more than simple facts, plain arguments and common sense; and have no other preliminaries to settle with the reader [listener], other than that he will divest himself of prejudice and prepossession, and suffer his reason and his feelings to determine for themselves;….and generously enlarge his view beyond the present day. Thomas Paine, Common Sense

  3. WORKSHOPDESIGN • Establish Premise • Review contribution of leadership to change • Review contribution of staff to change • Review steps to become a learning organization • Review of factors that influence the change process

  4. CHANGE BY DESIGN –NOT BY DEFAULT Workshop Design: PREMISE: Change is constant and organizations can learn how to successfully negotiate and implement it

  5. CHANGING BY DESIGN – NOT BY DEFAULT • Change is constant • Organizations should always be “in training” to change • Leaders must create a culture where people learn to change effectively and efficiently

  6. CHANGING BY DESIGN – NOT BY DEFAULT • Staffs must have on-going opportunities to practice changing skills • Staffs must feel safe to be creative, to debate, to raise issues, to question status quo

  7. CHANGING BY DESIGN – NOT BY DEFAULT • Staffs must experience change as a natural process of growth and striving for excellence. • Staffs must feel respected for their contributions

  8. CHANGE BY DESIGN – NOT BY DEFAULT • Being “primed” for change depends on the: • Leadership style • Valuing the contributions of staff as individuals and a group/team • Knowledge of the change process

  9. CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: CONTRIBUTIONS OF LEADERSHIP TO CHANGE

  10. CHANGE BY DESIGN – NOT BY DEFAULT A great leader has the ability to instill within her people confidence in themselves

  11. GOOD TO GREAT • Analysis of companies that went from good to great with those who failed to make leap • Goal was to discover the essential and distinguishing characteristics • Isolated six characteristics.

  12. GOOD TO GREAT • Distinguishing characteristics of the “good to great” companies: • Level 5 Leadership • First Who…Then What • Confront the Brutal Facts • Hedgehog Concept • Culture of Discipline • Technology Accelerators

  13. LEVEL 5 LEADERSHIP • Humility + Will = Level 5 Leadership • Humility • “I never stopped trying to become qualified for the job” • “You can accomplish anything in life, provided that you don not mind who gets the credit.” • “We” centric, not “I” centric mind set

  14. LEVEL 5 LEADERSHIP • Charismatic and self-important leaders can retard companies ability to change • Leaders need to: • Develop the leaders around you • Build a culture of learning, teamwork, and mutual respect • Create an safe and creative environment conducive to productive disagreement • Need to be committed to personal growth and enhancing relationship skills.

  15. LEVEL 5 LEADERSHIP • Humility + Will = Level 5 Leadership • Will • Not just humility but will to move toward excellence • Walk the talk continually

  16. LEVEL 5 LEADERSHIP The worst leader, the people fear. The next best leader, the people pay. The next best leader, the people love. The best leader, the people think they did it themselves. Tao Te Ching

  17. FIRST WHO…THAN WHAT • First be concerned with who is on your bus and with what you are going to do • When you know you need to make a people change, act • The right people: People who can argue and debate, and then unify once decision is made

  18. CONFRONT THE BRUTAL FACTS • Great companies continually review the brutal facts to refine their vision and goals • Staff must feel safe to bring the “brutal facts” of reality to the leader • “There must be a climate where the truth is heard”

  19. A CLIMATE WHERE TRUTH IS HEARD • Lead with questions not answers • Engage in dialogue and debate not coercion • Conduct autopsies without blame • Red flag mechanism

  20. CHANGE BY DESIGN – NOT BY DEFAULT When tempted to tell, ask

  21. DEVELOPING THE LEADERS AROUND YOU What are the characteristics of good leaders?

  22. CHANGE BY DESIGN – NOT BY DEFAULT It takes a leader with vision to see the future leader within the person

  23. CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: CONTRIBUTIONS OF STAFF TO THE CHANGE PROCESS

  24. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES • A group decision is superior to one made by the smartest individual in the group. • Shift from “hired hands” paradigm to seeing staff as most important resource.

  25. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES • Creating a team spirit is useful: • If you want staff to take responsibility for quality and productivity • If you want to reduce costs • If you want to serve you customers better • If the work requires judgment • If the work requires a variety of activities • If the work requires a range of skills.

  26. CHANGE BY DESIGN – NOT BY DEFAULT “Leadership is not something you do to people. It is something you do with people.”

  27. USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY • Make use of staff as a team • Coach staff in team skills • Celebrate and encourage change agents

  28. USE STAFF AS A TEAM TO CHANGE SUCCESSFULLY • Empower your staffs • Empowerment is the process of helping the right people make the right decision for the right reasons • Everyone is a manager responsible for quality.

  29. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES • A team is a group of people working together toward a specific objectives • Teams/Staff that are functional and empowered: • Pool abilities and focus energies on the tasks /areas that need attention at any given moment • Provide more capable and flexible coverage of organizations needs.

  30. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES • Using team work in day to day operations, builds a staff trained • To problem solve, • To lead, • To scan environment for enhancement opportunities and problem resolutions. • To learn quickly, stop on a dime and change

  31. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES • Role of the Successful Manager: • Coordinates Activities • Advises on Problems and Opportunities • Provides Resources • Coaches on Problem Solving • Assists in Implementation • Provides informal and formal recognition

  32. CHANGE BY DESIGN – NOT BY DEFAULT The first responsibility of a good leader is to define reality and the last is to say “thank you”.

  33. STAFF AS A TEAM What are the characteristics of a good team player?

  34. TEAMWORK AS A BUSINESS AND CHANGE STRATEGIES What are the characteristics of an effective coach?

  35. LEADER AS TEAM COACH • Coaching • Make sure staff members are prepared • Create a positive atmosphere • Demonstrate or clearly describe desired performance • Observe player performing activity • Follow-up / Feedback

  36. Boss Talks a lot Tells Fixes Presumes Seeks control Orders Works on Assigns blame Keeps distant Coaches Listens a lot Asks Prevents Explores Seeks commitment Challenges Works with Takes responsibility Makes contact PARADIGM SHIFT

  37. CHANGE BY DESIGN – NOT BY DEFAULT Guidance without interference is the primal virtue Tao Te Ching

  38. CHANGE BY DESIGN – NOT BY DEFAULT Workshop Design: BECOMING A LEARNING ORGANIZATION

  39. BECOMING A LEARNING ORGANIZATIONS • Assess your learning culture • Promote the positive • Make the workplace safe for thinking • Reward risk-taking • Help people become resources for each other • Put learning power to work

  40. BECOMING A LEARNING ORGANIZATIONS • Map out a vision • Bring the vision to life • Connect all the systems • Get the show on the road

  41. CHANGE BY DESIGN – NOT BY DEFAULT Nothing is worse for an organization then a good idea put into practice badly

  42. CHANGE BY DESIGN – NOT BY DEFAULT Workship Design: THE CHANGE PROCESS

  43. Relevant Timely Clear Credible Multifaceted Continuous Bi-directional Change Initiatives Must Be . . .

  44. Change Initiatives must address: • Multiple levels of the organization including: • Program/organizational level • Practitioner/clinical level • Client/patient level p. 27

  45. The Stages of Change • Pre-contemplation • not thinking about change – everything is working like it is suppose to • Contemplation • thinking about change but ambivalent – are things really that bad? • P. 20/28/52

  46. The Stages of Change • Preparation • getting ready to change but not quite ready to act • Action • actively changing • Maintenance • made change and trying to maintain it

  47. The Steps Steps listed in The Change Book provide guidelines for each aspect of the design, development, implementation evaluation and revision of your change initiative P. 9/13

  48. Minimizing Resistance • Directly address resistance • Discuss pro’s and con’s openly • Provide incentives and rewards • Celebrate small victories • P. 21

  49. Minimizing Resistance • Actively involve as many people as possible • Emphasize that feedback will shape the change process; it is bi-directional • Use opinion leaders and early adopters

  50. Minimizing Resistance • Listen to fears and concerns • Educate and communicate • Develop realistic goals • Actively listen to resistors

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