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Man­ag­ing Change to Ensure Change Doesn’t Man­age You

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Patrina Clark at the Uni­ver­sity of Mary­land Smith Exec­u­tive Edu­ca­tion IMPACT Con­fer­ence - “Man­ag­ing Change to Ensure Change Doesn’t Man­age You”

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Man­ag­ing Change to Ensure Change Doesn’t Man­age You

  1. 1. “If it were really that easy to change, wouldn’t we all be perfect – living perfect lives in a perfect world?” - Patrina M. Clark MANAGING CHANGE TO AVOID CHANGE MANAGING YOU IMPACT Learning and Development Conference February 6, 2012 Patrina M. Clark, SPHR, HCS President, Pivotal Practices Consulting LLC ©Pivotal Practices Consulting LLC – all rights reserved
  2. 2. Kotter’s 8-Step Model Establish a sense of urgency. Create the guiding coalition. Develop a change vision. Communicate the vision for buy-in. Empower broad-based action. Generate short-term wins. Never let-up. Incorporate changes into the culture. Lewin 3-Phase Model •Determine need •Ensure strong support •Create need •Manage doubts Unfreeze Move •Communicate •Dispel rumors •Empower •Involve people The Congruence Model – Nadler & Tushman •Anchor in culture •Develop sustainment tools •Provide support •Celebrate success Refreeze Copyright Pivotal Practices Consulting LLC FAMILIAR CHANGE MANAGEMENT MODELS McKinsey’s 7S
  3. 3. Start with Why: How Great Leaders Inspire Others to Take Action by Simon Sinek If change were really a life and death choice, what are the odds you’d actually make the change and choose life? • • • • Framing matters – facts not so much Being radical is best – but, celebrating wins is good, too Support is key – what starts at the top too often dies in the middle . . . or somewhere along the way Plasticity – change and the brain Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath and Dan Heath vs. According to Deutschman, all leadership comes down to changing people's behavior. In this 2005 article, he shares some interesting scientific data about why change is so hard and how we might have a better chance at succeeding in making the changes. Samuel Pierpont Langley Implications of Neuroscience Change starts with an idea – and, then, it’s all uphill from there! • • • • • • The Wright Bothers Simplicity Unexpectedness Concreteness Credibility Emotions Stories The Intentional Workplace blog post – Louise Altman The Big 5 • Managing expectations • Emotional contagion • Suppressing emotions costs • Creativity needs cultivation • Learning mindfulness Copyright Pivotal Practices Consulting LLC CHANGE IS THE NEW NORMAL – SO WHAT!?! “Change or Die” by Alan Deutschman – Fast Company May 1, 2005
  4. 4. Notes Employees External Observers Leader Customers Notes Notes Copyright Pivotal Practices Consulting LLC CONSIDERATIONS FOR DISCUSSION Sustained Excellence Through Holistic Advocacy©

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