The Change Challenge
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This document summarizes key points from a presentation about leading change from within organizations. It discusses why change is difficult, strategies for overcoming resistance to change, and tips for change leaders. Some of the main ideas presented include identifying the real problems change aims to address, framing proposed changes in a way that relates to organizational priorities, enlisting early support from allies, and having courageous conversations about difficult issues. The overall message is that successfully driving change requires understanding an organization's culture and navigating both technical and adaptive challenges.
The Change Challenge
- 1. Supply Chain Management Summit @LoisKelly The Change ! Challenge!
- 2. 2 Why isn’t anyone talking about how hard it is to create change inside organiza@ons?
- 3. Be a rebel at work. Or support one… or two…or 10.
- 5. A Handbook for Leading Change from Within Lois Kelly & Carmen Medina REBELS AT WORK “Rebels at Work is the essential guide to rocking the boat. From the trenches, Lois Kelly and Carmen Medina outline how to gain credibility, pitch ideas, navigate politics, manage conflict, and maintain sanity.” —Adam Grant, Wharton professor and New York Times bestselling author of Give and Take Why is change so hard? What does it takes to lead change? How can you support change ini@ators?
- 6. The top reasons my organization resists change: 1. Execs will never agree to it 2. Not enough resources/too expensive/no budget 3. We’ve tried that before and it didn’t work 4. Need more convincing ROI 5. Like the way things are 6. We avoid conflict, talking about the tough issues
- 7. This is not the age of certainty…
- 8. It is the age of massive crea@vity & innova@on
- 10. Good news! Massive crea@vity exists inside most workplaces
- 11. complacent disrup@ve Yeah, whatever. These people are so stupid..
- 12. complacent disrup@ve Yeah, whatever. These people are so stupid.. crea@ve I wonder if.
- 13. Troublemakers Good Rebels Complain Create Break rules Change rules Me-‐focused Mission-‐focused Problems Possibili=es Alienate A?ract Energy-‐sapping Energy-‐genera=ng Asser@ons Ques=ons Pessimist Op=mist Point fingers Pinpoint causes Worry that… Wonder if… Obsessed Reluctant Source: Rebels At Work
- 14. TENACITY
- 15. We have no money so we’ll have to think. -‐-‐ Sir Ernest Rutherford, father of nuclear physics
- 17. Magical thinking Assumptions Fears Love way it was Certainty Discomfort Why is change so hard?
- 19. Urgency and good solu=ons are necessary but not sufficient.
- 20. “Technical problems are simpler and usually have apparent solu@ons. Adap@ve challenges are so much more complicated and involve human beings and their emo@ons and crap like that.” Technical vs. adaptive challenges
- 21. Issue Technical solu=on to complex, human issue Predict sales CRM systems Student learning Standardized tests Mo@vated workplace Employee engagement PR Health care affordability Insurance programs
- 22. If you’re not part of the problem, you can’t be part of the solu@on.
- 23. 23
- 24. Low Medium High How confident are we that we’ve gotten the problem right? How well have we thought through a possible solution? How much value would this idea provide? Do we believe it’s possible? How much do we want to do it? Will people support it? Is it worth taking on?
- 25. Understand the organiza@on What does the organiza=on really care about in its gut? Look for aspira@ons or anxie@es How do new ideas get approved? Look at someone who has succeeded. What does she/he do? 25 EMOTIONAL HOOK HOW THINGS WORK
- 26. What are your unshakable beliefs? Frame issue
- 27. What’s at stake Show how the idea relates to what people want. What could be Make the status quo unappealing. Why it can work People support ideas they think can work. What do people in your organiza=on really want? Is it stated or unstated? Frame and position the idea
- 28. We fall in love with talking tac=cs… and forget to connect ideas to business strategy, beliefs.
- 29. Swim down together! DIT vs. DIY
- 30. When just 10% of the popula@on holds an unshakeable belief, their beliefs will always be accepted by the majority. 10% tipping point Network research scien@sts, Rensselaer Polytechnic Ins@tute h?p://news.rpi.edu/luwakkey/2902 Enlist support
- 31. All change requires difficult conversations. And talking about the REAL issues.
- 32. Objection Meaning Response There are no resources It’s not a priority Explore importance, acknowledge How will THIS affect THAT in future? Desire for certainty What is known. What can be learned. Discomfort of unknowables Where’s the ROI? How will we know it’s working? Create measures Let’s develop some consensus on this Uncertain of its merits What would it take for you to see value?
- 34. When should you quit? You’ve burned too many bridges. No one at work supports you. There are no opportuni@es to grow. Your values differ greatly.
- 35. 5 @ps if you are the boss….
- 36. Be kind and thoughtful: Safety Call BS and be called on BS: Authenticity Invite cognitive diversity: Creativity Have a strong backbone & gentle heart: Empathy
- 37. • We can’t do that because…. • We can do that IF
- 38. Be willing to look at the real problem
- 39. What is the risk of NOT changing?
- 40. 40 Appreciate your rebels. Appreciation a greater motivator than money.
- 41. Newslefer, resources, posts: RebelsAtWork.com facebook.com/RebelsatWork @LoisKelly @RebelsatWork Find this presenta@on at: slideshare.net/Foghound