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USINGSTORYTELLINGINCHANGEMANAGEMENT
JasonLittle
Nomatterwherethetechnologygoesinthefuture,thebasicsdon'tchange.Storytellingisaprimitive
tribalfunction.Theelderssataroundthefiresandtoldthesestoriesasawaytopassonthe'dos'andthe'don'ts.'Thatwillneverchange.
-MichaelSchultz
“
“
ATALEOFTWOHIERARCHIES…
THEINFORMALHIERARCHY
Carpool
CorporateHockeyLeague
CafeteriaEaters
THEINFORMALHIERARCHY
Carpool
“Hey,theguyonmyhockeyteamheard
that…”
CafeteriaEaters
“Someguythatcarpoolswithabuddyofmine
said…”
storiesspreadinformallythroughnetworks
THE“OFFICIAL”HIERARCHY
Officialmanagementmeetings
OfficialDepartmentmeetings
Watercoolertalk
theofficialhierarchysynthesizestheinformation
Everythingwehearisanopinion,notafact.Everythingweseeisa
perspective,notthetruth
-MarcusAurelius
“
“
inthepast… andwelikeditbecause… butthenoneday…
andthatcaused… sowewantto…
Createalignmentforchangethrough
stories
INTHEPAST…
ANDWELIKEDITBECAUSE…
BUTTHENONEDAY…
ANDBECAUSEOFTHAT…
SOWEWANTTO…
WE’LLSUPPORTTHISBY… WENEEDHELPWITH… SOFARWE…
REMEMBER WHEN IT WAS EASY TO GET STUFF DONE? WHAT WAS THE ‘WAY THINGS WORKED AROUND HERE’ LIKE?
DESCRIBE THE EFFECT THAT WAY OF WORKING HAD ON CULTURE, MORALE, AND CUSTOMER SATISFACTION
MAYBE IT WASN’T ONE DAY…MAYBE OVER TIME EVENTS HAPPENED THAT CHANGED THE “WAY THINGS WORK” AROUND HERE.
WHAT IMPACT DID THAT HAVE? LOSS OF CUSTOMERS? LOWER MORALE? ‘BAD’ CULTURE?
MAKE THIS CHANGE…
COMMITTING TO THESE THINGS THESE UNCERTAIN THINGS ARE GETTING QUICK WINS…
CREATEASTORYTELLINGCANVAS
WEALLHAVEASTORYTOTELL…
OrganizationalPerspective
ManagementPerspective
StaffPerspective Causeandpurposearemorecompellingthan‘urgencyforchange’
SHAREPERSPECTIVEBETWEENPEOPLEACROSSALLLAYERS
howareourstoriessimilar?
howdoourstoriesdiffer?
what’simportanttoyou?why?
what’simportanttous
asanorganization?
why?
5 tips for organically guiding change WE’VEWRITTENOURSTORIES…NOWWHAT?
what I can do to support this?
what help do I need?
5 tips for organically guiding change MAKEYOURCHANGEVISIBLE
MORETIPS
1
2
3
Run a storytelling workshop at all levels Use small groups in each workshop, one group per section If possible, host an all company open space
Use Lean Coffee to share stories and bridge gaps Make the change visible Retrospect monthly across the entire organization
Use Google OKRs to measure the change Do not push metrics on anyone from anywhere Do not centralize the change team Stop focusing on resistance
Peoplearemuchdeeperthanstereotypes.That'sthefirstplace
ourmindsgo.Thenyougettoknowthemandyouheartheirstories,andyousay,'I'dhaveneverguessed.'
-CarsonKressley
“
“
Readstoriesfrompeoplewhoareusinginnovativeapproaches
tochange:
http://leanchange.org/stories
http://leanchange.org
http://twitter.com/jasonlittle