Managing Change: Herding Cats is Easier

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This workshop explores some of the things that get in the way of change and suggests some ways of moving people forward in their thinking. Why is it good to have some people who disagree with you? What happens when you have a good idea and people don稚 want to follow? How can you get buy-in and reach the tipping point of change?

Text of Managing Change: Herding Cats is Easier

  • 1.Christchurch New Zealand October 2009 Integrating new technologies to empower learning and transform leadership

2. Leading Change: Herding Cats is easier Dr Cheryl DoigIntegrating new technologies to empower learning and transform leadership 3. 4. Have a good hard look at yourself 5. The Johari WindowKnownAsk/InquireUnknownby Self by Self Known by OthersOpen Area Blind AreaFeedback ShTell/advocateSelf Disclosurear eddi scov erySelf Discovery Unknown by Others Hidden AreaUnknown Area 6. The Johari WindowKnownAsk/InquireUnknownby Self by Self Known by OthersOpen Area Blind AreaFeedback ShTell/advocateSelf Disclosurear eddi scov erySelf Discovery Unknown by Others Hidden AreaUnknown Area 7. If there is anything that we wish to change in the child, we should first examine it and see whether it is not something that could better be changed in ourselves.(Carl G Jung, 1875-1961, Swiss psychiatrist and humanist, written in 1932.) 8. Getting THOSE people to change 9. No easy answers Technical problem Adaptive challenge Clear problem Complex and definition andrequires learning - solutions that cancan only be be resolved through addressed through current know-howchanges in peoples priorities, beliefs, habits & loyaltiesHeifetz, Grashow & Linsky, 2009 10. Adaptive leadership is the practice of mobilising people to tackle tough challenges and thrive.Heifetz, Grashow & Linsky, 2009 11. 1.Pull dont push 2.Create from relevance 3.Stop calling them soft skills 4.Allow for variation 5.No more sage onstage 6.Teachers are designers 7.Build a learning community 8.Be an anthropologist not an archeologist 9.Incubate the future 10. Change the discourse 12. Teachers are designers Let them create. Build an environment where your teachers are actively engaged in learning by doing. Shift the conversation from prescriptive rules to permissive guidance. Even though the resulting environment may be more complicated to manage, the teachers will produce amazing results. 13. Achieving the Tipping Point 14. InnovatorsEarly Adopters Late Majority Laggards Venturesome,Respect, moreSkeptical, cautious Traditional, risky, can copeintegrated into the focussed on pastMay adopt because and interact with with uncertainty systemof increasedlike minds Can understand & The individual tonetwork pressure apply complexcheck with from peers or for Suspicious of technicaleconomic necessityinnovations andNot so far aheadchange agents knowledgeso serve as a roleThe weight of Not always model systems norms Limited resources respected by othersneeds to favour anleads toPlays an importantcautiousness in the systeminnovation beforepart by decreasingthey are convincedCan change when Plays an important the uncertainty role as gatekeeper - and conveying a Means that most they can see what bringing in newsubjectiveuncertainty must be is happening and ideas from outside evaluation throughremoved beforeit ts with their the system interpersonal they feel safecultural valuesnetworks Rogers (1995) Diffusion of Innovation 15. Adaptive Leadership Live with disequilibrium Develop a culture where issues can be raised openly All are responsible for the future Leadership capacity is developed Continuous improvement and reection Heifetz et al 2009 16. Change Management What is it like in the shoes of the other people? How do you encourage others to take informed risks? 17. Five Dysfunctions Trust - How comfortable are you saying to your team - I dont know. Conflict - respectful dialogue? Non- confrontation? Welcome debate? Commitment - dialogue and discussion - then nail it Accountability - all confront issues Results - how do you know if your team is successful? 18. What does the data show you? What would be your next steps? What about your organisation? Heres what So what? Now what? 19. Have the conversation Error 1: So hows it going? Error 2: The Oreo cookie Error 3: Too many pillows Error 4: Writing the script in advance Error 5: Machine-gun Nelly-Susan Scott - Fierce Leadership 20. Thriving organisations Build on the past Discard what doesnt meet needs Create the new and challenges the future 21. What is essential to preserve and what isexpendable?HelpsHindersHarness 22. Relationships are key Joan Dalton and David Anderson 23. Life is curly. Don't try to straighten it out.-Susan ScottFierce Conversations 24. For more information