Westie Meeting Friday, March 25 4-8 pm
PAST FUTURE Change Curve Transition… is the psychological reorientation that people go through as they come to terms with events of a new situation. Commitment Shock Denial Acceptance MORALE Fear Exploration Resistance Understanding * Based on the work of Elisabeth Kübler-Ross
Visible/Invisible Resistance What is often interpreted as signs of resistance to change often are indirect expressions of common emotional reactions to transition periods. • RESISTANCE • Skepticism • Non-acceptance • Defensiveness • Inaction Visible Level • Anxiety • Fear • Confusion • Frustration • Sadness • Helplessness • Anger Invisible Level
TheChallenge · Managing the Reactions - Listening to people’s concerns, provide information and keep communications flowing. · Building the Team - Start building the sense of trust needed for people to feel a part of the team. · Building the Future - Building a collective dir ection/vision that is clear and fits the situation. · Building Excellence - Creating a culture that is devoted to excellence in everything. · Maintaining Authenticity - Continuous, reinforcing evidence of sincerity, trust and commitment.
Personal Leadership History • Write about some key moments or events in your development as a leader. • What experiences stand out for you? High points? Low points? • Were there times when your leadership in a situation made you feel like an insider? An outsider? • What/ who has supported your development as a leader? What/ who has hindered it?
Structured Pair Share • Share some highlights of your leadership history with a partner. Make sure that each of you has had an opportunity to tell your story uninterrupted before you respond to what you’ve heard. • Shhh! LISTEN. • Once both people have had a chance to share, discuss what you learned about each other: What were some commonalities? What were some surprises?
Dinner! Sit with a couple of people who know you so you can work on your SIAC Worksheets (we will explain!)
Project Team Formation • Synthesizer, Interactor, Analyzer, Completer
50 25 75 0 100 Conversation Meter
Ladder of Listening 4 Intersection (High Authenticity) 3 Essential Purpose (Mid range Authenticity) 2 Compassion (Low Authenticity) 1 Content (Accuracy) 0 Bio-reaction (pretense and Sincerity)
Conversation Meter Practice • Person A: Institutional change can really only occur if a few innovative people work together to do it, bypassing the larger culture. • Person B: Institutional change can really only occur if it is driven by a broad coalition of people working across the institution.
Moving Forward • How do we take action?