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Helping Ourselves and Others to Confront It
Nicholle Harrison, M.A.District 1-1Training Coordinator
The Challenge of Change
-Woodrow Wilson
“If you want to make enemies, try to change something.”
Define your relationship with change as a leader in Public Health.
Develop a better understanding of change and the impact it has on those you lead.
Find new ways to assist your employees through change and uncertainty.
Our objectives today:
Bob Johansen Leaders Make the Future
“We are moving from a world of problems which demand
speed, analysis and elimination of uncertainty … to a world of
dilemmas, which demand patience, sense-making, and an engagement with uncertainty.”
1. Write down 5 words that you associate with CHANGE?
2. What are the major changes you are facing or
dealing with in your District/County?
3. What impact are these changes having on your
employees/you?
THE IMPACT OF CHANGE ON
PUBLIC HEALTH
Three Phases of Change
Current State
Transition State
Future State
Current State Employees generally prefer the current state
Current State
Transition State
Future State
Future State The future state is unknown to the employee.
Current State
Transition State
Future State
Transition State The transition state creates stress and
anxiety
Current State
Transition State
Future State
Stages of Change
3 CONCERNS ABOUT
CHANGE People want
to know what’s going
on.Personal concerns need to be expressed
How are we going to implement this??
When faced with change, 3 groups
emerge…
Open and willing to change
• Engage support
• Advocates
Uncertain and Hesitant
• Effected by HOW change is managed
• Most important group
Will NOT Change
• Beginning an exit strategy
• Potentially dangerousFamily
situation
Prof.Plans
Degree of
change
The history of change in
the org.Why is this change
needed and what is the risk of NOT changing??
Best Practices Approach to Reinforcing Change
Preferred senders Health Director/PH Leader Immediate supervisor
Best Practices: Repeat messages 5 to 7 times Use face-to-face Answer WIIFM Utilize question and answer format Understand their interpretation
Inventing solutions to help embrace uncertainty in Public Health…
• Inspiring people through the art of influence and the power of example
Power from seniority
• Relationships builders driven by personal credibility. Formal
Authority
• Actively coach team towards a collective goal
•
Resting on hierarchy
• Take the time to understand team members strengths, passions and motivation to contribute in meaningful ways.Top down
direction
Leading Public Health into the Future
Communicator
Advocate
Coach
Liaison/Resistance Manager
Whether they trust the sender
What they have heard from others
How satisfied they are with work
Experience with other changes at work
Factors Influencing Employee’s Perspective on
Change
Communication
Advocacy
Coaching
Managing Resistance
Starting with the end in mind…
TRUST is the key to Change Management
TRUST IS THE #1 COMPETENCY NEEDED OF LEADERSHIP TODAY Trust is a leader’s greatest ally Trust is POWER “WIN-WIN” High Trust drives engagement Trust is also like beauty…
Engaging Uncertainty
Creating a Culture of Engagement:
1. Opportunity – TELL ME ABOUT POTENTIAL.
2. Inclusion – COMMUNICATE WITH ME.3. Validation – I MATTER HERE.4. Personal Accountability – I KNOW WHAT I
AM RESPONSIBLE FOR AND HAVE GOALS.
5. Community – SUCCESS IS THE WHOLE ORGANIZATION
6. Trust - “MAKE, KEEP, REPEAT”
Growing the human side of change….
TRUST ENGAGEMENT
Self- DevelopmentThinking
outside the box
The ADKAR model helps to deal with the people dimension of change
Awareness of surroundings and self.
The need to have control over our life.
A quest for growth and knowledge.
A hope to make a meaningful contribution.
The need to be recognized and appreciated.
The ADKAR model
awareness
about change
Change the
Change
FEEDBACK
Use it to return to purpose Punish
resistors
Refute their resistance
Ignore resistance
ADKAR
Reinforce-ment to
sustain the change
(celebrating success).
Ability to implement the
change (turning
knowledge into action).
Knowledge about how to change (the
learning process).
Desire to support and
participate in the change
(our choice).
Awareness of the need for
change (why).
CHANGE
A parent attempting to improve the batting style and skill of his son.
Bought a batting video.
Dad got his son to watch half of the video.
The boy never touched it again.
Exercise: The change…
Is there awareness and desire??
There is nothing so stable as change.
Bob Dylan
Walk the Talk
Communicate
Involve People
Assist employees with movement through change
Help People Learn and Develop
Set Goals and Measure Results
Create a High Trust/High
EngagementEnvironment
Public Health Leaders:
Engaging Uncertainty in the
21st century
No more training do you require. Already know you, that which you need.
Then I am a Public Health
Jedi.
No. Not yet. One thing remains. CHANGE. You must confront CHANGE. Then, only then, a Public Health Jedi will you be. And confront CHANGE you will.
Let’s revisit our objectives:
Can I better define my relationship with
change as a leader in Public Health?
Have I developed a better understanding
of change and the impact it has on those
I lead?
Can I now find new ways to assist my
employees in change?
