Managing change,inside and out
Andrew Careaga | Missouri University of Science and TechnologyAggregate Conference – Louisville| September 30, 2014@andrewcareaga | #GGRGT
Photo: “I Ching,” by Ross Griff, www.flickr.com/photos/rossaroni
HOW ...can we manage change?
We can’t
j/k (sorta)
‘No man ever steps in the same river twice.’
Heraclitus
‘It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.’
Charles Darwin
The only person who likes change is a wet baby.
Attributed to Mark Twain
Why do we fear change?freedigitalphotos.net
From smooth rowing…
… to ‘permanent white water’
In 2014 …
What changes have you experienced…
• In your own organization?
• In your department or division?
• In your life?
CSI: the Change Style Indicator
W. Christopher Musselwhite & Robyn Ingram
Helps us understand:
Our own reactions to change How others react to change No right or wrong, ‘better’ or
‘worse’ style
Adapted from “Leading Change,” University of Missouri Administrative Leadership Program
The three change styles
Conservers Pragmatists
Originators
Traditionalists Mediators Change agents
Accept the structure
Explore the structure
Challenge the structure
Prefer incremental change
Prefer functional change
Prefer expansive change
Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/
Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/
Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/
Change and the Conserver
Deliberate, disciplined, organized
Operates from conventional assumptions
Enjoys predictability
Appears cautious, inflexible
Honors tradition and established practice
The Conserver at work Secure environment No unexpected
disruptions, surprises Disciplined and
organized Attends to details and
facts Prefers tested, proven
solutions Prefers to involve
groups in decision-making, problem-solving
Change and the Pragmatist
Practical, agreeable, flexible
Operates as mediator and catalyst for understanding
Open to both sides of an argument
Middle-of-the-road approach
Team-oriented
The Pragmatist at work Peacemakers,
‘middle-of-the-roaders’
Reasonable, practical Agreeable, flexible Team-oriented Mediators Likes an action-
oriented workplace Harmonious,
participative atmosphere
Change and the Originator
Appears undisciplined, unconventional, spontaneous
Prefers change that challenges current structure
Challenges accepted assumptions
Enjoys risk and uncertainty
May be impractical, miss important details
Appears visionary, systemic
Little regard for accepted procedures
The Originator at work Prefers quick,
expansive change Change agent Loathes repetitive tasks May appear
undisciplined, unconventional
Challenges existing assumptions, rules, regulations
Regarded as visionary, “out of the box”
Idea people
‘I like things to happen. And if
they don’t happen, I like to
make them happen.’
Winston Churchill
Perceptions: conservers and originators
Conservers see originators as:
Originators see conservers as:
Divisive, impulsive Lacking appreciation
of tested ways of getting things done
Starting but not finishing projects
Not interested in follow through Wanting change for
change’ sake Not understanding
how things get done
Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas
Perceptions of the pragmatists
Conservers and originators see pragmatists as: Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team
needs
Collaboration: can wereally all work together?
Conservers Pragmatists Originators
Prefer to keep current structure operating smoothly
Prefer balanced inquiry
Prefer to challenge accepted structure
Focus on relationships
Focus on shared objectives
Focus on the task
Encourage building on what is already working
Encourage looking at the current circumstances
Encourage exploring new possibilities
Change and the creative process
Originators Pragmatists Conservers
Inspiration Perspiration Verification
Conceptualize Concretize Refine
Initiate Implement Follow through
Incubation Inspiration Perspiration Verification
Roles in the creative process
Relating theory to reality
Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator)
What would have changed if…
How could communication among team members have been approved?
Advantages or limitations to communications approaches?
What ideas would have the best chance of succeeding?
Change means…
Conflict Challenging assumptions Team building Working in the public realm Transformation Self-control Education
Change will occur if A <BCD
A = Benefit of status quoB = Pain of maintaining status quoC = Vision of something betterD = Small steps toward change
The 20-60-20 rule
20% want change no matter what
60% waiting to see focus here
20% will fight you no matter what
0
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40
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60
70
For Undecided Against
‘The Middle Manager’s Dilemma’*
Leading change imposed from above Reflect before you act
Acknowledge your own feelings Learn all you can before talking to your
team Be professional
Influence decision-makers Use the type of data that is important to
your boss Offer ways to make the change successful Use humor Pick your battles* Title of book by Rick Maurer
Get your team involved Build trust (trust = integrity + competence) Find ways to make the change your own Establish common ground Develop a strategy that attends to both
people and the project Build strategic alliances
Be yourself Do things to prove reliability over time with
stakeholders
Leading change imposed from above
‘The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.’
John KotterSource: David Pohl, "Change or Die," Fast Company, May 2005
(www.fastcompany.com/magazine/94/open_change-or-die.html).
Change is inevitable – except from a vending machine.
Author unknown