"Managing Change, Inside and Out" presentation by Andrew Careaga at 2014 Aggregate Conference, September 30, 2014, Louisville, Kentucky

1. Managing change,
inside and out
Andrew Careaga | Missouri University of Science and Technology
Aggregate Conference – Louisville| September 30, 2014
@andrewcareaga | #GGRGT
Photo: “I Ching,” by Ross Griff, www.flickr.com/photos/rossaroni

2. HOW ...
can we manage change?
We can’t
j/k (sorta)

3. ‘No man ever steps in
the same river twice.’
Heraclitus

4. ‘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

5. The only person who likes
change is a wet baby.
Attributed to Mark Twain

6. Why do we fear change?
freedigitalphotos.net

7. From smooth rowing…

8. … to ‘permanent white water’

9. In 2014 …
What changes have you experienced…
• In your own organization?
• In your department or division?
• In your life?

10. 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

11. 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

12. Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,
newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

13. Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,
newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

14. Via Lisa Dunbar, “Why We Fear Doing Things Differently,” Feb. 9, 2012,
newdirectionsconsulting.com/leadership-engagement/blog-why-we-fear-doing-things-differently-2/

15. Change and the Conserver
 Deliberate,
disciplined,
organized
 Operates from
conventional
assumptions
 Enjoys
predictability
 Appears cautious,
inflexible
 Honors tradition
and established
practice

16. 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

17. 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

18. The Pragmatist at work
 Peacemakers,
‘middle-of-the-roaders’
 Reasonable, practical
 Agreeable, flexible
 Team-oriented
 Mediators
 Likes an action-oriented
workplace
 Harmonious,
participative
atmosphere

19. 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

20. 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

21. ‘I like things to
happen. And if
they don’t
happen, I like to
make them
happen.’
Winston Churchill

22. 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

23. Perceptions of the pragmatists
Conservers and originators
see pragmatists as:
 Compromising
 Mediating
 Indecisive
 Easily influenced
 Noncommittal
 Hiding behind team needs

24. Collaboration: can we
really 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

25. Change and the creative process
Incubation  Inspiration  Perspiration  Verification
Roles in the creative process
Originators Pragmatists Conservers
Inspiration Perspiration Verification
Conceptualize Concretize Refine
Initiate Implement Follow through

26. 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)

27. 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?

28. Change means…
 Conflict
 Challenging assumptions
 Team building
 Working in the public realm
 Transformation
 Self-control
 Education

29. Change will occur if A <BCD
A = Benefit of status quo
B = Pain of maintaining status quo
C = Vision of something better
D = Small steps toward change

30. The 20-60-20 rule
20%  want
change no matter
what
60%  waiting to
see  focus here
20%  will fight you
70
60
50
40
30
20
10
no matter what 0
For Undecided Against

31. ‘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

32. Leading change imposed from above
 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

33. ‘The central issue is never
strategy, structure, culture, or
systems. The core of the matter
is always about changing the
behavior of people.’
John Kotter
Source: David Pohl, "Change or Die," Fast Company, May 2005
(www.fastcompany.com/magazine/94/open_change-or-die.html).

34. Change is
inevitable –
except from a
vending
machine.
Author unknown