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Leading Change

Leading Change. Edward O ’ Neil, PhD, MPA, FAAN. How we wish we could lead change…. How it really is…. Change. L = Vision + Task + Relationship. Leadership or Management?. Change Means Leadership. Unfolding Complex The Good Politics Leadership. Stable Complicated The Best Policy

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Leading Change

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  1. Leading Change Edward O’Neil, PhD, MPA, FAAN

  2. How we wish we could lead change…

  3. How it really is…

  4. Change

  5. L = Vision + Task + Relationship Leadership or Management?

  6. Change Means Leadership • Unfolding • Complex • The Good • Politics • Leadership • Stable • Complicated • The Best • Policy • Management Interdependence Diversity

  7. Status Quo: Paradigms • Effective tools • Make things work • Provide coherence • Eventually, limit what we think we can do • Eventually stops working

  8. The Paradigm and Benefits of the SQ • Health Care has provided: • Worthy, fulfilling work • Social meaning • High social status • Prestige • Independence • Good Incomes • And, at its very heart, • Meaning, • Self-definition and Identity

  9. We’ve been at this for awhile

  10. Add These Numbers

  11. Add These Numbers 1000

  12. Add These Numbers 1000 40

  13. Add These Numbers 1000 40 1000

  14. Add These Numbers 1000 40 1000 30

  15. Add These Numbers 1000 40 1000 30 1000

  16. Add These Numbers 1000 40 1000 30 1000 20

  17. Add These Numbers 1000 40 1000 30 1000 20 1000

  18. Add These Numbers 1000 40 1000 30 1000 20 1000 10

  19. Add These Numbers 1000 40 1000 30 1000 20 1000 10 = 4100

  20. Rosa’s Big Change

  21. Change Leadership Check List • Awareness • Self • Others • Alignment • Culture • Strategies • Action • Small steps • Participation • Communication • Coherence • Inspiration • Direction

  22. Change Change = A * B * C > Benefits of Status Quo

  23. How do we break out of the paradigm?

  24. Breaking the paradigm • Fear • Lust

  25. Changing Individuals Articulate the disruptions Reaffirm what your status quo was built to do Involve them in creating a vision of the new   Understand how they see the nee

  26. Your Ideas vs. Their Anxiety • To work, it has to be about what they love…

  27. Committed Core • Get it • Feeling • Understanding • See their success • Identify with the change • Committed to you

  28. Working with Committed Core • Working with the Core • Ensure their ongoing engagement by checking in. • Focus their work on particular achievable improvement- their leadership, practice and larger issues. • Get them to understand and tell the stories of their transition.

  29. Muddled Middle • Uncertain • Conflicted • Uneven • Some pain; but no real new direction

  30. Working with the Middle • Working with the Middle • Segment and actively develop each group or individual. • Repeat tales of success- patients, financial, work-life of the committed core. • Pair those ready to change with mentors who connect to them. • Have them assist with larger undertakings. • Provide new skills, but “just in time”. • Teach them how to solve problems in the new paradigm.

  31. Distant Detractors • Don’t see value • Deeply attached to SQ • Do not see themselves in the future • Judgmental • Faithful to the “true cause”

  32. Working with Detractors • Ask questions to understand; not convince • Decide who is essential • Develop individual plans for each • Remember • Emotion • How they see it • Investing your time • Do not ignore attacks • Digital wisdom

  33. Change Strategy: From a Pro “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” Machiavelli, The Prince, 1513

  34. Change Strategy: From a Pro • Broad • Adaptive • Other Directed • Purposeful

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