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How to Ease the Pain of Change

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How to Ease the Pain of Change

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Webinar presented by Jamie V. Parker for KaiNexus.

In this webinar you will:

Uncover one common change management teaching that's flat-out wrong (and what to do instead)
Understand the psychology of change and its relation to Respect for People and Continuous Improvement
Discover the one most important factor to help transform to a Lean culture
Learn 8 practical steps to help teams embrace change more quickly

Jamie Parker
Process + Results Leadership Coaching

Jamie has served in operations management roles for 17 years, including six years practicing Lean. So she knows first-hand the challenges, opportunities, and possibilities organizations face. Today Jamie helps organizations practicing Lean move from employee resistance, inconsistent performance, and improvement stagnation to highly engaged frontline teams solving problems and continuously improving toward organizational goals. Jamie does this by helping organizations transform their leaders using her signature Process + Results Lean Leadership Transformation Model. Jamie has facilitated workshops for the Association for Manufacturing Excellence, American Society for Quality, and Fortune 50 executives, in addition to years of coaching and facilitating in her formal management roles. She authored Chapter 6 in the book Practicing Lean and has facilitated webinars and podcasts in partnership with Gemba Academy. Jamie brings passion, fun, and purpose to her work in Lean and leadership.

Webinar presented by Jamie V. Parker for KaiNexus.

In this webinar you will:

Uncover one common change management teaching that's flat-out wrong (and what to do instead)
Understand the psychology of change and its relation to Respect for People and Continuous Improvement
Discover the one most important factor to help transform to a Lean culture
Learn 8 practical steps to help teams embrace change more quickly

Jamie Parker
Process + Results Leadership Coaching

Jamie has served in operations management roles for 17 years, including six years practicing Lean. So she knows first-hand the challenges, opportunities, and possibilities organizations face. Today Jamie helps organizations practicing Lean move from employee resistance, inconsistent performance, and improvement stagnation to highly engaged frontline teams solving problems and continuously improving toward organizational goals. Jamie does this by helping organizations transform their leaders using her signature Process + Results Lean Leadership Transformation Model. Jamie has facilitated workshops for the Association for Manufacturing Excellence, American Society for Quality, and Fortune 50 executives, in addition to years of coaching and facilitating in her formal management roles. She authored Chapter 6 in the book Practicing Lean and has facilitated webinars and podcasts in partnership with Gemba Academy. Jamie brings passion, fun, and purpose to her work in Lean and leadership.

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How to Ease the Pain of Change

  1. 1. How to Ease the Pain of Change Presenter: Jamie V. Parker jamie@processplusresults.com Host: Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban
  2. 2. Webinar Logistics • Presentation (45 minutes) • Q&A (10 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
  3. 3. INTRODUCING JAMIE V. PARKER
  4. 4. www.PracticingLean.com
  5. 5. HOW TO EASE THE PAIN OF CHANGE Jamie V. Parker, Process + Results LeadershipCoaching
  6. 6. IN THIS WEBINAR, YOU WILL . . . § Uncover one common change management teaching that’s flat out wrong (and what to do instead) § Understand the psychology of change and its relation to Respect for People and Continuous Improvement § Discover the one most important factor to help transform to a Lean culture § Learn 8 practical steps to help teams embrace change more quickly 6
  7. 7. HAVE YOU EVER . . . § Struggled with resistance to change? § Implemented a process change and then watched it slip back to the old way? § Wondered why some people responded so emotionally to what you thought was a “no big deal” change? § Seen a new process followed only while someone was watching? § Shared a need for change and a new vision and experienced crickets in response? 7
  8. 8. The Truth: Lean transformations involve a ton of change The Problem: The natural human reactions to change hold us back 8
  9. 9. THE RISK The natural human reactions to change: § Slow us down § Limit the breadth of adoption § Harm the chances of sustainability § Take us back to business as usual – with added suspicion by the team § Create unnecessary conflict, tension, and burden 9
  10. 10. THE COUNTERMEASURE Purposefully Lead Through Change 10
  11. 11. 11 One Teaching That’s Wrong
  12. 12. 12
  13. 13. 13
  14. 14. Developing Leaders Who Create Thriving CI Cultures 14 “THE PROBLEM WITH LABELS IS THAT THEY SEEM PERMANENT, AND THAT MAKES CHANGING SEEM IMPOSSIBLE.” – MARILEE ADAMS
  15. 15. WHAT TO DO INSTEAD Stop Labeling Move from a place of judgment to a place of respect 15
  16. 16. THE EASE THE PAIN OF CHANGE MODEL I. Understand the Psychology of Change i. 3 Change Constructs II. Set the Foundation for Change i. 3 Actions III. Purposefully Lead Through Each Change i. 8 Steps 16
  17. 17. 17 I. Psychology of Change
  18. 18. 1. MASLOW’S HIERARCHY OF NEEDS 18 Introduction of Change
  19. 19. 2. COMPETENCY MODEL 19
  20. 20. 20
  21. 21. COMPETENCY MODEL 21
  22. 22. COMPETENCY MODEL 22
  23. 23. COMPETENCY MODEL 23
  24. 24. COMPETENCY MODEL 24
  25. 25. COMPETENCY MODEL Learning Anxiety is based on fears § Fear of temporary incompetence § Fear of punishment for incompetence § Fear of loss of personal identity § Fear of loss of group membership Edgar H. Schein, Organizational Culture and Leadership 25
  26. 26. 3. THE CHANGE CURVE Elisabeth Kubler-Ross
  27. 27. Stage 2 Disruption Stage 1 Status Quo Stage 3 Exploration Stage 4 Rebuilding New Beginning Ending Shock Denial Fear Anger BargainingFrustration Acceptance Commitment Hope Enthusiasm
  28. 28. Stage 2 Disruption Stage 1 Status Quo Stage 3 Exploration Stage 4 Rebuilding New Beginning Ending Shock Denial Fear Anger BargainingFrustration Acceptance Commitment Hope Enthusiasm
  29. 29. Stage 2 Disruption Stage 1 Status Quo Stage 3 Exploration Stage 4 Rebuilding New Beginning Ending Shock Denial Fear Anger BargainingFrustration Acceptance Commitment Hope Enthusiasm
  30. 30. Stage 2 Disruption Stage 1 Status Quo Stage 3 Exploration Stage 4 Rebuilding New Beginning Ending Shock Denial Fear Anger Bargainin g Frustration Acceptance Commitment Hope Enthusiasm
  31. 31. Stage 2 Disruption Stage 1 Status Quo Stage 3 Exploration Stage 4 Rebuilding New Beginning Ending Shock Denial Fear Anger BargainingFrustration Acceptance Commitment Hope Enthusiasm
  32. 32. “The five stages – denial, anger, bargaining, depression, and acceptance – are part of the framework that makes up our learning to live with the one we lost. They are tools to help us frame and identify what we may be feeling. But they are not stops on some linear timeline in grief.” - Elisabeth Kubler-Ross.
  33. 33. THE EASE THE PAIN OF CHANGE MODEL I. Understand Psychology of Change i. Maslow’s Hierarchy of Needs ii. Competency Model iii. Change Curve II. Set the Foundation for Change i. 3 Actions III. Purposefully Lead Through Each Change i. 8 Steps 33
  34. 34. 34 II. Set the Foundation for Change
  35. 35. SET THE FOUNDATION FOR CHANGE Understanding the Psychology of Change is one thing. . . . But what do I DO? 35
  36. 36. SET THE FOUNDATION FOR CHANGE 1. Stop labeling § Move yourself from a place of judgment to a place of respect 36
  37. 37. SET THE FOUNDATION FOR CHANGE 2. Teach these change constructs to every team member § Normalizes human behavior § Reduces the fear of not fitting in § Allows team members to see possibility – that the pain of change is temporary § Creates shared language that serves as the foundation for open dialogue § Tip: Don’t teach from a purely academic or information standpoint. Use stories to drive connection and activities to create experiences. You want team members to experience these change reaction feelings in a safe space. 37
  38. 38. SET THE FOUNDATION FOR CHANGE 3. Create Psychological Safety § Transparency and Vulnerability § Response to Failure § Curiosity and Experimentation § Process + Results § Recognition and Gratitude 38
  39. 39. THE EASE THE PAIN OF CHANGE MODEL I. Understand the Psychology of Change i. Maslow’s Hierarchy of Needs ii. Competency Model iii. Change Curve II. Set the Foundation for Change i. Stop Labeling ii. Teach Change Constructs to Every Team Member iii. Create Psychological Safety III. Purposefully Lead Through Each Change i. 8 Steps 39
  40. 40. 40 III. Lead Through Each Change
  41. 41. 8-STEPS TO PURPOSEFULLY LEAD THROUGH CHANGE For every change . . . 1. Get Clear on the Core Message 2. Understand Underlying Beliefs 3. Generate Team Member Involvement 4. Make Communication Frequent, Varied, and Ongoing 5. Create and Celebrate Short Game Wins 6. Solicit and Respond to Feedback 7. Drive Connection through Shared Language and Experiences 8. Systematically Work on Improvement 41
  42. 42. 1. CORE MESSAGE “The change goal must be defined concretely in terms of the specific problem you are trying to fix, not just as ‘culture change’.” - Edgar H. Schein, Organizational Culture and Leadership 42
  43. 43. 1. CORE MESSAGE The core message: § Is not an elevator pitch – it’s not how you are going to “sell” or “convince” § Is about getting clear on two things: § The Pain: What is the problemwe are trying to solve? Why does this problem matter? § The Pleasure: What is the vision for the post-change future? How will this benefit individual teammembers? The team? The organization? Customers? Business Partners? Etc. 43
  44. 44. 2. BELIEFS The ABCs of Organizational Culture 44 Behaviors Creating a Kaizen Culture – Jon Miller, Mike Wroblewski, Jaime Villafuerte Core Beliefs Artifacts “What We Do” “Why We Do It” Visible Invisible
  45. 45. THE THING IS. . . 45 Belief Drives Behavior
  46. 46. 2. BELIEFS Examples of shared underlying beliefs in culture: § Productivity and “Getting work done” is how we each add value to the team § Results and metrics are most important – we need to do whatever it takes to hit the number, hit the number, hit the number § Skill / functional job mastery is what we most want in fellow team members § Managers have all kinds of crazy ideas – we can ride this out like we have in the past § Failure leads to punishment or embarrassment, so we shouldn’t take too many risks 46 When change challenges shared underlying beliefs, fear and pain is greater
  47. 47. 2. BELIEFS Alternative beliefs § What are the alternative beliefs team members need to hold? § Need to be central to your messages and your behaviors 47
  48. 48. 3. INVOLVEMENT § Retrain or revisit change constructs with most-impacted team members (yep, every time) § If possible, involve the most-impacted team members in the change decision prior to implementation § If not possible (i.e. a mandated change), listen to the concerns of the most- impacted team members prior to implementation § Your goal is NOT to persuade § Your goal is to learn, understand, and help teammembers “feel” heard 48
  49. 49. Developing Leaders Who Create Thriving CI Cultures 49 “MINE FOR GOLD – WHERE OBJECTIONS EQUAL GOLD.” – JAMIE V. PARKER
  50. 50. 4. COMMUNICATION Communication must be frequent, varied and ongoing § Frequent: Plan your communication – start by documenting at least 10 different deliberate communication actions. . . . Then double it. . . Then double it again § Not just formal communication § Think about messaging in shift huddles, gemba walks, casual conversations, one- on-ones, joint stand in a circle exercises, teammember recognition, etc. § Varied: Use all three languages: § Auditory § Visual § Tactile § Ongoing: Don’t stop just because change implementation has started 50
  51. 51. Developing Leaders Who Create Thriving CI Cultures 51 “THE SINGLE BIGGEST PROBLEM WITH COMMUNICATION IS THE ILLUSION THAT IT HAS TAKEN PLACE.” - GEORGE BERNARD SHAW
  52. 52. 5. SHORT GAME WINS “[There is a] necessity for the new behavior and set of cognitions to be reinforced, to produce once-again confirming data.” - Edgar H. Schein, Organizational Culture and Leadership Culture is shaped through repeated successes confirming the new core beliefs, behaviors, and artifacts. 52
  53. 53. 5. SHORT GAME WINS Role of Short Term Wins (Joh Kotter, Leading Change) § Provide evidence that sacrifices are worth it: Wins greatly help justify the short- term costs involved § Reward change agents with a pat on the back § Help fine-tune vision and strategies § Keep bosses on board § Build momentum 53
  54. 54. 5. SHORT GAME WINS Be Deliberate about Short Game Wins § Plan short game wins in advance § Results, metrics, process, behavior, experience, learning § Work toward the planned short game wins, but remain flexible § Look for unplanned short game wins § Communicate and celebrate short game wins (a lot!) 54
  55. 55. 55
  56. 56. 6. FEEDBACK Feedback must be frequent, varied and ongoing § Frequent: Think in hours, not in weeks § Not just formal feedback sessions § Think about feedback in shift huddles, gemba walks, casual conversations, one-on- ones, joint stand in a circle exercises, teammember recognition, etc. § Varied: Use all three languages: § Auditory – “Can you explain it to me?” § Visual – “Can you draw it out for me?” § Tactile – “Can you show me?” § Ongoing: Don’t stop just because change implementation has started 56
  57. 57. 6. FEEDBACK Create “safe” mechanisms for feedback 57
  58. 58. 7. CONNECTION Talk about the change process with team members § Use the shared language of the change constructs already taught § Be vulnerable and share your own stories § Ask open-ended, non-leading, non-judgmental questions § Make change discussions the new norm 58
  59. 59. 8. IMPROVEMENT Leading through change is a process that requires learned skill § The process can improve § Your skill can improve § Go to the thinking process you’re most comfortable with (ex: PDSA, A3, Kata, 8- Step Problem Solving, etc.) § Experiment, Study, Adjust, Reflect § Throughout the process § A post-mortemalone is not enough 59
  60. 60. PURPOSEFULLY LEAD THROUGH CHANGE 60 Repeating these 8 steps for every change WILL change your culture, too!
  61. 61. PLANNING WORKBOOK § Get a Free Planning Workbook that walks you through all 8 steps to Purposefully Lead Through Change! Workbook Download: http://bit.ly/2JW4arU 61
  62. 62. HOW TO EASE THE PAIN OF CHANGE I. Understand the Psychology of Change 1. Maslow’s Hierarchy of Needs 2. Competency Model 3. Change Curve II. Set the Foundation for Change 1. Stop labeling (move from judgement to respect) 2. Teach change constructs to every team member 3. Create psychological safety 62 III. Purposefully Lead Through Change 1. Get Clear on the Core Message 2. Understand Underlying Beliefs 3. Generate Team Member Involvement 4. Make Communication Frequent, Varied, and Ongoing 5. Create and Celebrate Short Game Wins 6. Solicit and Respond to Feedback 7. Drive Connection through Shared Language and Experiences 8. Systematically Work on Improvement What about this model are you most excited to try? How could using this model improve your business?
  63. 63. THE POSSIBILITY § The team moves through change more quickly § Achieve broader adoption § Sustain changes with the ability to continuously improve § Reduce unnecessary conflict, tension, and burden § Move closer to a Lean culture of learning, challenging the status quo, continuous improvement, team member engagement, and failing forward § Planning Workbook Download: http://bit.ly/2JW4arU 63
  64. 64. Developing Leaders Who Create Thriving CI Cultures 64 “I ALONE CANNOT CHANGE THE WORLD, BUT I CAN CAST A STONE ACROSS THE WATERS TO CREATE MANY RIPPLES” - MOTHER TERESA
  65. 65. QUESTIONS AND +/ FEEDBACK: Jamie V. Parker 720.320.0980 jamie@processplusresults.com www.processplusresults.com Workbook Download: http://bit.ly/2JW4arU 65
  66. 66. Announcements (Then Q&A)
  67. 67. • Register at www.KaiNexus.com/webinars • July 17: KaiNexus Q2 Product Updates • July 24: Ask Us Anything! Episode 20 • August 14: People Development with the Focus/Emphasis on Coaching, TWI, Kata Our Next Webinars
  68. 68. Other Resources www.KaiNexus.com
  69. 69. KaiNexus Podcasts • www.KaiNexus.com/podcasts • Subscribe via: – iTunes – Google Play – Stitcher
  70. 70. • Web: – www.kainexus.com – blog.kainexus.com – www.processplusresults.com – www.practicinglean.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Host: Mark Graban KaiNexus Mark@KaiNexus.com @MarkGraban Presenter: Jamie V. Parker jamie@processplusresults.com Q & A

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