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Opening the path to better

change management

Karan Watson, Ph.D., P.E.

Funded in part by the National Science Foundation through theFoundation Coalition

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Karan Watson

When your organization is changing?

Organizations Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

Keep these factors in perspective

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Karan Watson

What is the organizational culture

The culture of a group is a pattern of sharedbasic assumptions that the group learned as

it solved problems that has worked well

enough to be considered valid, and

therefore, to be taught to new members as

the correct way to perceive, think, and feel

in relation to those problems.

Artifacts

Visible structures and

processes

Espoused Values

Strategies, goals,

philosophies

Basic Underlying

Assumptions

Unconscious beliefs,

perceptions, thoughts, feelings

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Karan Watson

Changing Culture

You cannot create a new culture. You can

immerse yourself in studying a culture ... Until

you understand it. Then you can propose new

values, introduce new ways of doing things, andarticulate new governing ideas. Over time, these

actions will set the stage for new behavior. If

people who adopt the new behavior feel that it

helps them ... The organizational culture mayembody a different set of assumptions, and a

different way of looking at things ...Edgar Schein, in Senge, Peter, The Dance of Change

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Karan Watson

When your organization is changing?

Organizations Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

Keep these factors in perspective

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Karan Watson

Understand the Nature of Change

This Specific Change Has Achieved Acceptable Resolution

The Employees Relationship is Mended or Strengthened

The Employees Skills for future have been strengthenedThe Employees Values or Interests Adjusted

Rules or procedures for the organization

Structure or composition of the organization

Espoused values, interests, or goals

Basic underlying assumptions

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Satirs Model to Individuals

Successful Change Process

Time

Energy for the Job

wwwwwwwwww

wwwwwwwwwStatus Quo

Sense of Betrayal

Learning Anxiety

is greater than

Situational Anxiety

Crisis of Decision

New Status Quo

Situational Anxiety

is greater thanLearning Anxiety

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When your organization is changing?

Organizations Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

Keep these factors in perspective

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Why do people resist change?

It has been said that the only people who

want to change are babies who have wet

diapers. Rev. Sharon Patterson, Ph.D.

Resistance isn't an indication that something

is wrong with what you are trying to

change. It is an indication that something ishappening. James Hunt

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Origins of Resistance

Resistance is inevitable, not badChange generates anxiety Learning anxiety- not an expert, temporary

incompetence, time & energy, may not master

Situational Anxiety- consequence if we dont changePeople generally work to conserve energy-or

lower anxiety

Why will people choose to change- the situation because it matters

because my colleagues take it seriously

because it works

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Signs of resistance

Confusion Immediate Criticism

Denial

Malicious Compliance

Sabotage

Easy Agreement

Deflection (change the subject)

Silence In-Your-Face Criticism

Maurer, Rick,Beyond the Wall of Resistance, 2

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What do people do when they

perceive conflict with others

Tendency to Be Cooperative

Tendency

toBeAsse

rtive

Avoiding

Competing

Compromising

Accommodating

Collaborating

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How Intense is the Resistance?

Level 1: Resisting the Idea Itself- a cognitive difference of

opinion.

Misinformation, missing data, conflictive data, misunderstandings about

tradeoffs

Level 2: Resistance due to deeper emotional issues

Feelings of being undervalued, taken advantage of, distrust, fear of

isolation, lack of incentives, loss of respect, world issues

Level 3: Deeply Embedded

Historic animosity, basic differences in values, totally different goals

Maurer, Rick,Beyond the Wall of Resistance, Austin, Texas: Bard Press, 1996, chapter 8

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Dismissal: Youre an idiot. Bulldozer: You just dont understand and I will

try again to convince you of the correctness of

my approach.

Lets talk: What you say has merit. Let me

understand your concerns and lets review how

an alternate proposal might address your

concerns. Anticipate: Dont be placed in a position of

selling a proposal; instead position yourself as

responding to a felt need

Responses to Resistance

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Guides: Responding to resistance

NO. 1: Maintain clear focus Keep both long and short view, persevere

NO. 2: Embrace resistance

NO. 3: Respect those who resist Respect vs. trust

Listen with interest

Tell the truth

NO. 4: Relax Stay calm to stay engaged

Know their intentions

NO. 5: Join with the Resistance Begin together

Change the game

Find themes and possibilitiesMaurer, Rick,Beyond the Wall of Resistance, Austin, Texas: Bard Press, 1996, chapter 5

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When your organization is changing?

Organizations Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

Keep these factors in perspective

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Oblivious to

needs, desires,

or efforts

Awareness that

things are

happening

Interest in the

things that arehappening

Decisions about

what is

happening

Commitment to

aid or resist the

changes that are

happening

Action

Passive Information Gathering

Active Information Gathering

Staged Change ModelYou should facilitate stage-to-stage

changes, not the overall change

Passive information gatherers are

willing to invest less time and energy.

Active information gatherers are

willing to invest more time and energy.

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Kriegel & Brandt

Sacred Cows Make

the Best Burgers

Drone Zone

Challenge

ResourcesCompetencies, Time, Reserves

Change Ready

ZonePanicZone

Skill level

required,

Speed of

change,

Effort to

learn

Are You in the

Change Ready Zone?

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What we are feeling when faced

with a change?Performance

Stress

Optimal Stress

Area of

Optimal

Performance

High Stress

Anxiousness

Unhappiness

Low Stress

Boredom

Time when continually under high stress

Performance

Intended

Performance

HealthyTension

Fatigue

Exhaustion

Ill health

Breakdown

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What is a mental model

Observable dataChoice of action

Finally, people select an action based ontheir beliefs.

People use the conclusions to adoptpersonal beliefs to use in the future.

People draw conclusions from theassumptions and selected data

People make assumptions using the addedmeaning.

People use their personal and culturalbeliefs to construct meaning for thedata.

People select the data they will use andignore the rest.

Observable data

Figure 1. Ladder of Inference

Observable data

Select the data

Use personal andcultural beliefs to

add meaning

Make assumptionsusing the added

meaning

Draw conclusions

Adopt personalbeliefs to be used in

the future

Take action basedon personal beliefs

John objects to the

suggestions I make

John knew when

he objected that

this was importantto me

John always

objects to my ideas

I can't count on

John

Climb the Ladder of Inference

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AMIABLES

ANALYZERS

EXPRESSIVES

DRIVERS

ASSERTIVENESS WITH PEOPLE

CO

OPERATI

VE

WITH

PEOPLE

Accept that people behave differently

C l i P l i i

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Late Majority

34%

Laggards 16%

Early Majority

34%

Early Adopters

13%

Innovators

3%

Rogers, Everett Diffusion of Innovations, fourth edition

Complexity- Peoples timing

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Search forSolutions

Identity

Crisis

Denial

BetrayalTIME

Groups Approach to Change

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Karan Watson

When your organization is changing?

Organizations Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

Keep these factors in perspective

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Karan Watson

Where do you go from here?

Leadership!!!!

Leadership takes place every day. It cannot be the

responsibility of the few, a rare event, or a once-in-a-

lifetime opportunity.Heifetz, Ronald and Donald Laurie, The Work of Leadership,

Leadership is too important to be left in the hands of

the few people near the top of the organizationalhierarchy.

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Karan Watson

Attributes of Effective Leaders

Inner drive/energy: necessary to initiate and sustain

leadership of change over extended periods of time.

Intellectual capacity: necessary to listen to input from

diverse sources and synthesize vision and strategy

Integrity: necessary to synthesize vision and strategy

that benefits the organization first and the individual

second

Mental/emotion health: necessary for self-confidenceand interpersonal skills

Kotter, John P.,A Force for Change: How Leadership Differs From Management,

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Leadership for Change

Change is hard work.

Leadership begins with

values

Intellectual leads physical Real changes takes real

change

Leadership is a team sport

Expect to be surprised

Today competes with

tomorrow

Better is better

Focus on the future Learning from doing

Grow people

Reflect

Sullivan and Harper,Hope is not a Method