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The Secret to Successful Change Management

The Secret to Successful Change Management. Transforming Resistance Into Engagement. Donald J. Minnick, Ph.D. Interpersonal Skills Laboratory, LLC www.interpersonalskillslab.com 281.923.1270 . “It’s not the strongest of the species that survive, nor the most intelligent….

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The Secret to Successful Change Management

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  1. The Secret to Successful Change Management Transforming Resistance Into Engagement Donald J. Minnick, Ph.D. Interpersonal Skills Laboratory, LLC www.interpersonalskillslab.com 281.923.1270

  2. “It’s not the strongest of the species that survive, nor the most intelligent…. but the one most responsive to change.” Charles Darwin never said anything about the “survival of the fittest.” It always angered him that he was misquoted.

  3. “If you don’t Like change, you’re going to like irrelevance even less…..”

  4. Driving Forces RESISTANCE The Change Environment

  5. Why Do WE Resist Change ? • We “overvalue” what we have …. • We “undervalue”what we stand to gain ….

  6. “I’m all for progress…. it’s change I object to.” Mark Twain

  7. Resistance to change is like a cork. You can submerge it with some effort ….. but once you let go, it immediately pops to the surface.

  8. The Proven Formula to Successfully Manage Resistance to Change DxVxFS > RESISTANCE D = “Felt” Dissatisfaction….. V = a Vision of what we need... FS = system-wide First Steps….

  9. Felt Dissatisfaction: the impetus for engagement “Turn up the heat….. and people shed their coats.”

  10. Heighten Dissatisfaction with The Way Things Are… • Create a sense of urgency • Publicize the pressures for change • Reference deadlines / potential adverse • consequences if the change does not occur • Straight-forward, honest talk • Collect and publish relevant data • Show gaps between current and desired state

  11. “Ye shall know the truth, and the truth shall make you mad” Aldous Huxley

  12. Change is like climbing a mountain… Before you start….. you better know how long and steep the climb will be….. Mt. McKinley Mt. Kilimanjaro Mt. Everest Mt. Bonnell Confront the most brutal facts of your current reality… whatever they might be.

  13. Create an Inspiringand TransformingVision "PowerPoint presentations never get standing ovations...."

  14. Desired End State... the Vision Current Reality How to Cast a Clear & Inspiring Vision

  15. How to Make a Vision Inspirational • Paint a picture that connects to shared values… • Make it a rallying point … • Keep it alive and present through consistent and clear communication ….

  16. If your Vision is filled with words like: “respond” and “react” ……. the organization’s actions will follow this passive approach. Make your Vision so compelling people want to take Action….

  17. “First Steps” "Nobody ever washed a rental car" Create ownership of change system-wide

  18. Create a Sense of Ownership Steve Jobs had the original members of the Macintosh team engrave their names on the computer’s case. The first one-million Macintoshes went out the door with those names permanently inside.

  19. “Pick battles big enough to matter….. and small enough to win.” Jonathan Kozol

  20. What are “System-Wide” First Steps..? • Involve all those affected in planning the change • Persistently / persuasively communicate the change ( - Like toxic mold –RESISTANCE grows in the dark - ) • Intellectually stimulate the organization • Help all levels to identify problems and bring solutions • Help all levels begin to recognize opportunities

  21. Organization Culture Eats Change Initiatives for Breakfast…… If your company has trouble making change stick… the first place to look is your company culture

  22. The Engagement Transformation Us Operating Style We Me I A Failure at Any Level ….. is a Failure for the Whole Organization

  23. How to Make Change Stick ….. • Fully Involve Everyone in the Challenges • Lead in a way that stresses the urgency of the change • Straightforward honest talk …. • Set challenging performance goals that stretch everyone

  24. How to Make Change Stick ….. • Create a “Learning Organization” • Capture and share information that • increases organizational knowledge - Transformation not Petrification - • Continuous Feedback–After Action Reviews • Reinforce opportunity-thinking

  25. The Change-Embracing Employee Eager for Improvement Realistic Idea-Person Restless Effective Communicator Attentive Listener Good Collaborator

  26. Change-Hardy dialogue is about: “The right people….. having the right conversations….. about the right things….. at the right time.”

  27. How to Successfully Manage Resistance to Change “Felt” Dissatisfactionwith the way things are X the compelling Vision X “System-wide” First Steps (DESTROYS) V RESISTANCE

  28. Additional Change Models

  29. Types of Change Programs Needed for Different System Conditions HI Maintenance Quick Response Readiness Aggressive Crisis LO LO Urgency HI

  30. The Emotional Cycle of Change III. Hopeful Realism (Hope) II. Informed Pessimism (Doubt) IV. Informed Optimism (Confidence) Public Pessimism Private V. Rewarding Completion (Satisfaction) I. Uninformed Optimism (Certainty) Time

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