Presentation by Timothy S. Griles, Managing Principal, Human Dynamics Consulting, LLC

1.
RISING
TO
THE
CHALLENGE:
NAVIGATING
THE
CROSSROADS
OF
CHANGE
Timothy
S.
Griles
March
19,
2013

3. Naviga<ng
the
Crossroads
At every crossroads on the
path that leads to the
future, tradition has placed
10,000 men to guard the
past.
- Maurice Maeterlinck

4. Ques<ons
to
be
answered…
• Why
do
change
efforts
stall
or
fail?
• What
is
the
difference
in
managing
change
and
leading
change?
• What
are
some
indicators
and
causes
of
resistance
to
change?
• What
can
you
do
to
accelerate
the
change
process?

5. Naviga<ng
the
Crossroads
of
Change
“You
can’t
manage
change…
…You
can
only
manage
the
effects
of
change”

6. Types
of
Resistance
That’s the international symbol for “Don’t rock the boat”.

7. Types
of
Resistance
They’re extinct in the wild, but some still
exist in the corporate world.

8. Failure
is
not
an
op<on…
Or
is
it?
¨ 350
Execu<ves
involved
in
business
re-­‐engineering
¤ 16%
“fully
sa<sfied”
with
the
results
¤ 68%
said
project
had
unintended
nega<ve
side
effects
¨
166
companies
¤ 27%
success
in
changing
business
systems/processes
¨
7
hospitals
a[emp<ng
to
implement
TQM
¤ 14%
success
¨
Overall
33%
Success
rate

9. Barriers
to
Strategy
Success
Avg.
Performance
Realized
1%
4%
3%
Inadequate
or
unavailable
resource
1%
3%
2%
3%
Poorly
Communicated
strategy
4%
Ac<ons
not
clearly
defined
Unclear
accountabili<es
for
execu<on
4%
Org
silos
&
culture
blocking
5%
7.5%
Avg.
Performance
Loss
63%
Inadequate
performance
monitoring
Inadequate
consequences
or
rewards
Poor
senior
leadership
Uncommi[ed
leadership

10. Grief
/
Change
/
Loss
Cycle
Anger
Emotional Response
Active
Acceptance
Bargaining
Stability
Testing
Denial
Time
Immobilization
Depression
Passive
“People
don’t
fear
Change,
they
fear
loss”

11. The
Human
Aspect
Denial
Commitment
Human
Response
to
Change
Anger/
Resistance
Explora<on
Lead them through it!

12. The
Human
Aspect
Denial
Get
OVER
it!!!
Commitment
Human
Response
to
Change
Anger/
Resistance
Explora<on
Lead them through it!

13. Your
Change
Ini<a<ve
¨
Take
a
minute
to
iden<fy
resistance
you
currently
or
might
see
from
a
stakeholder
in
your
project.
¤ What
stage
are
they
in?
¤ What
might
they
be
feeling?
¤ What
did/could
they
be
“losing”?
¤ What
can
you
do
to
accelerate
the
change
process?

14. Accelera>ng
the
change…
Communicate
Reward
Human
Response
to
Change
Listen/Empathy
Facilitate
How can we lead them through it?

16. Denial
¨
Leadership
role:
Communicate
¤ “Help
others
see
the
need
for
change”
Make
the
reality
as
visible
as
possible
to
team
members
and
stakeholders.
¨ Paint
a
picture
of
what
will
happen
(clear
vision;
+/-­‐
consequences)
¨ Enlist
your
guiding
coali<on
¨ Highlight
early
adopters
¨

20. Anger/Resistance
¨
Leadership
role:
Listen
with
empathy
¤ “Respond
to
feelings
and
concerns
first,
rather
than
their
arguments”
Authen<c
empathy
requires
recognizing
what
the
feelings
are
before
an
analysis
of
why.
¨ Ask
open-­‐ended
ques<ons
to
understand
why
their
percep<ons
exist.
¨ Acknowledge
what
they
are
losing.
¨

23. Explora<on
¨
Leadership
role:
Facilitate
and
remove
barriers;
add
safety
nets
¤ “Learn,
discover,
create
solu>ons”
Foster
innova<on
and
incubate
seeds
of
hope.
¨ Celebrate
small
wins.
¨ Ensure
plan
has
ac<onable
steps
and
milestones
¨ Provide
skill
building
and
resources
¨

24.
The
difference
between
involvement
and
commitment
is
like
ham
and
eggs.
The
chicken
is
involved;
the
pig
is
commi[ed.
-­‐
Mar<na
Navra<lova

25. Commitment
¨
Leaders
role:
Reward
desired
behaviors
¤ “Sustain
the
change
efforts
and
realize
the
benefits”
Reward
and
recognize
efforts
and
accomplishments.
¨ Ensure
goals
and
measures
are
for
the
long
haul.
¨ Share
personal
success
stories
¨ Measure
outcomes
and
adjust
ac<ons,
don’t
start
over
¨

26. Elements
of
Effec<ve
Change
Leadership
D
V
DissaFsfacFon
with
the
current
state
F
Clear
and
Compelling
Vision
of
the
Future
Ac>onable
First
Steps
Which step is most important?
R
Overcome
Resistance

27. Elements
of
Effec<ve
Change
Communica<on
?
“Sa*sfied”
with
the
current
state
V
F
Clear
and
Compelling
Vision
of
the
Future
Ac*onable
First
Steps
R
Overcome
Resistance
What happens if they are happy with how
“If it ain’t things are? fix it!”
broke, don’t

28. Elements
of
Effec<ve
Change
Communica<on
D
Dissa<sfac<on
with
the
current
state
?
F
???
Vision
of
the
Future
Ac*onable
First
Steps
R
Overcome
Resistance
What if people are unhappy and all they have
“Flavor of the week!”
are first steps?

29. Elements
of
Effec<ve
Change
Communica<on
D
Dissa<sfac<on
with
the
current
state
V
?
Clear
and
Compelling
Vision
of
the
Future
???
First
Steps
R
Overcome
Resistance
What do you get if you are missing actionable
“Campaign Promises”
first steps?

30. Elements
of
Effec<ve
Change
Communica<on
D
Dissa<sfac<on
with
the
current
state
V
F
Clear
and
Compelling
Vision
of
the
Future
Ac*onable
First
Steps
R
Overcome
Resistance
What is your role as a leader in this equation?

31. Elements
of
Effec<ve
Change
Communica<on
D
V
Dissa<sfac<on
with
the
current
state
F
Clear
and
Compelling
Vision
of
the
Future
Ac*onable
First
Steps
What does resistance look like?
R
Overcome
Resistance

32. Elements
of
Effec<ve
Change
Communica<on
D
V
F
Dissa<sfac<on
with
the
Current
State
Clear
and
Compelling
Vision
of
the
Future
Ac*onable
First
Steps
Urgency
for
the
Change
Buy-­‐in
&
Commitment
Empowered
Movement
R

33. Master
of
Mo<va<on
Look
for
the
three
elements
1. Dissa<sfac<on
with
the
current
op<ons
2. Clear
and
compelling
vision
of
what
the
proposed
op<on
will
bring
(results
and
impact)
3. Ac<onable
first
steps
(what
do
you
have
to
do
to
realize
these
results?)
Video
¨

34. D
Step
One
minute…
Possible
AcFons
1) Establish
a
sense
of
urgency
DISATISFACTION
WITH
CURRENT
STATE
DescripFon
Logic
and
Reason
are
not
enough
Why
change?
WIIFM?
Consequences
(
+
/
-­‐
)
2) Form
a
powerful
guiding
coaliFon
Stakeholder
analysis
Early
adopters
Champions
It’s
Not
the
network,
it’s
the
“Network”

35. V
Step
Gain
buy-­‐in
and
commitment
Possible
AcFons
3)
Create
a
guiding
vision
CLEAR
AND
COMPELLING
VISION
OF
THE
FUTURE
DescripFon
Begin
with
the
end
“I
Have
a
Dream”
Future
of
possibili<es
Appeal
to
shared
aspira<ons
Pick
80/20
strategies
4)
CommunicaFng
for
buy-­‐in
Increase
channels
Define
features
and
Words
and
deeds
(modeling)
benefits
Credible
messengers
Clear,
simple,
compelling

36. F
Empowered
movement
Step
DescripFon
Possible
AcFons
ACTIONABLE
FIRST
STEPS
5) Empowering
others
to
act
on
Educa<on?
vision
Licensure
laws?
Foster
collabora<on
Broadband
Access?
ID,
tackle
&
remove
obstacles
Lead
vs.
lag
measures?
(%
Celebrate
success
along
the
way
discharged
with
Communicate
benefits
of
training
vs.
progress
readmission
rates)
6) Produce
short
term
wins

37. R
Reward
Commitment
Step
DescripFon
7) Keep
momentum
SOLIDIFYING
CHANGES
Goal
set
through
to
other
side
and
beyond
Don’t
move
on
too
quickly
8) InsFtuFonalize
new
approaches
Anchor
to
solid
rocks
Root
in
new
systems,
induc<on,
handbooks
etc.
Possible
AcFons
Lag
measures
%
decrease
in
readmission
vs.
goal
rate
What’s
already
working?

38. Ques<ons?