Patrina Clark at the Uni­ver­sity of Mary­land Smith Exec­u­tive Edu­ca­tion IMPACT Con­fer­ence - “Man­ag­ing Change to Ensure Change Doesn’t Man­age You”

1. “If it were really that easy to change, wouldn’t we all be perfect – living perfect lives
in a perfect world?”
- Patrina M. Clark
MANAGING CHANGE TO AVOID CHANGE MANAGING YOU
IMPACT Learning and Development Conference
February 6, 2012
Patrina M. Clark, SPHR, HCS
President, Pivotal Practices Consulting LLC
©Pivotal Practices Consulting LLC – all rights reserved

2. Kotter’s 8-Step Model
Establish a sense of urgency.
Create the guiding coalition.
Develop a change vision.
Communicate the vision for buy-in.
Empower broad-based action.
Generate short-term wins.
Never let-up.
Incorporate changes into the culture.
Lewin 3-Phase Model
•Determine need
•Ensure strong support
•Create need
•Manage doubts
Unfreeze
Move
•Communicate
•Dispel rumors
•Empower
•Involve people
The Congruence Model – Nadler & Tushman
•Anchor in culture
•Develop sustainment
tools
•Provide support
•Celebrate success
Refreeze
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FAMILIAR CHANGE MANAGEMENT MODELS
McKinsey’s 7S

3. Start with Why: How Great Leaders Inspire Others to Take Action by
Simon Sinek
If change were really a life and death choice, what are the odds
you’d actually make the change and choose life?
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Framing matters – facts not so much
Being radical is best – but, celebrating wins is good, too
Support is key – what starts at the top too often dies in
the middle . . . or somewhere along the way
Plasticity – change and the brain
Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath
and Dan Heath
vs.
According to Deutschman, all leadership comes down to changing
people's behavior. In this 2005 article, he shares some interesting
scientific data about why change is so hard and how we might
have a better chance at succeeding in making the changes.
Samuel Pierpont Langley
Implications of Neuroscience
Change starts with an idea – and, then, it’s all uphill from there!
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The Wright Bothers
Simplicity
Unexpectedness
Concreteness
Credibility
Emotions
Stories
The Intentional Workplace blog
post – Louise Altman
The Big 5
• Managing expectations
• Emotional contagion
• Suppressing emotions costs
• Creativity needs cultivation
• Learning mindfulness
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CHANGE IS THE NEW NORMAL – SO WHAT!?!
“Change or Die” by Alan Deutschman – Fast Company May 1, 2005

4. Notes
Employees
External
Observers
Leader
Customers
Notes
Notes
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CONSIDERATIONS FOR DISCUSSION
Sustained Excellence Through Holistic Advocacy©