Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
2. Poll
How do you approach change?
I just try to do what I have to do to get through
the day.
I tend to doubt or feel angry about new ideas.
I’m excited about all the new possibilities it
brings.
I master quickly what needs to be done.
3. Today’s Focus
1. Understand how the human brain responds to
change.
2. Identify a predictable path of navigating
change.
3. Lead teams from resistance to performance.
4. Learn four different ways to increase
resilience.
5. Simple Truths
Our brains don’t like change.
To thrive, we must understand how to harness
our response to change.
Leaders need to understand change to foster
innovation and business agility.
8. The Lizard Brain Hates Change
The “lizard” is the pre-historic lump near the
brain stem that is responsible for fear, rage, and
reproductive drive.
Why did the chicken cross the road?
Because her lizard brain told her to.
Your lizard brain is here to stay. Your job is to
figure out how to quiet it and ignore it.
10. Decoding the Lizard
The limbic system is aroused by emotions.
It makes toward or away decisions.
It has “Hot Spots” - patterns of experience that
are stored in your limbic system and tagged as
dangerous.
An overly aroused limbic system impairs your
cognitive functioning and dramatically reduces
resources.
11. Pop Quiz
How much of our brain processing is unconscious?
A. 30%
B. 50%
C. 90%
D. All of it
12. Quieting the Lizard Brain
Every interaction is based on how a person perceives danger and
reward.
In most cases, the lizard brain reaches a conclusion faster than the
Prefrontal Cortex (PFC).
An overly aroused limbic system impairs your cognitive functioning.
Once aroused, trying to suppress it only makes it worse.
The same brain circuitry gets activated by a social threat as a
physical threat and it is stronger and more intense than a physical
threat.
We want to AVOID WAKING the lizard in people with whom
we engage.
13. SCARF Model of
Social Threats and Rewards
Strategy & Business
August 27, 2009 Autumn 2009
Issue Managing with the Brain in Mind
14. Balancing Threat & Reward
When threatening one area, balance out with other
areas.
If several of these SCARF areas get affected, there
is a really strong response.
Forexample, “English is now our global language”
creates threat in all 5 areas.
15. 2. Identify a Predictable Path
of Responding to Change
16.
17. Change Exercise
Think of a major change - either personal
or professional - that you have already
moved through.
Record your thoughts, feelings, and
actions as you remember various stages
of the change.
18. Change Exercise Worksheet
A. Your first awareness of the change … D. When it was over …
Thoughts Thoughts
Feelings Feelings
Actions Actions
B. Early in the change … C. When it was half way through …
Thoughts Thoughts
Feelings Feelings
Actions Actions
19. Poll
In the Change Exercise, which type of change did
you choose?
A. A change I started.
B. A change that happened to me.
23. Resisting Behaviors
Anger
Complain and blame
Become passive
Exhausted and overwhelmed
Preoccupied with the details of the change
24. Exploring Behaviors
Experiment and seek new ways
Begin to create a vision of the future
Accomplish intermediate goals and celebrate
milestones
Take risks
Generate lots of ideas
Trouble staying focused
25. Committing Behaviors
Regain sense control
Feel comfortable
Take time to affirm and recognize their efforts
Reflect on what they have learned
Start looking ahead to the next change
26.
27.
28. Notice Your Denial Focus Your Commitment
Identify the reality of the Focus your energy where you
situation: can make a difference:
• What is changing? • Act on issues you can control
• What are the causes? • Let go what you can’t control
• What are the effects? • Increase your influence
Feel Your Resistance Reframe Your Exploration
Recognize your feelings about View the situation from a different
the change: perspective:
• Listen to yourself talk • Look for the opportunities
• Acknowledge what you are • Imagine the outcomes
losing or gaining • Make things better now
• Express your feelings
29. 3. How to Lead Teams from
Resisting to Performing
30. Lead through Denying
Talk about possible future opportunities.
Explain the realities of the marketplace.
Go on field trips to “see” the future.
Express your vision of the future.
31. Lead through Resisting
Listen closely, be aware of individual reactions
and validate them.
Help the team identify losses and gains.
Interact with other teams who have moved along
in the process.
Manage your own resistance and keep a sense
of humor.
32. As a change leader,
don’t let concerns go unexpressed,
it will affect results.
41. Tip Sheet:
Strategies to Increase Employee Involvement
Meet regularly to discuss why the organizational
changes occurred.
Constantly communicate clear goals and a vision.
Encourage people to discuss fears and concerns.
Hold open “forums” for employees to raise questions.
Establish regular meetings to discuss progress.
Develop rituals.
Let people choose.
43. Thank You
Don’t miss out!
Mastering the Change Curve Facilitator Guide
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