Gale Stafford University of Illinois The problem with change We fear change Garth Algar Waynes World 1992 Overwhelmed by uncertainty Talk of big changes introduces uncertainty Uncertainty triggers fightflightfreeze response ID: 627869
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Slide1
Creating a reflective and change-oriented culture using a bit o’ science
Gale Stafford
University of IllinoisSlide2
The problem with change
“We fear change.”
Garth
AlgarWayne’s World (1992)Slide3
Overwhelmed by uncertainty
Talk of big changes introduces uncertainty
Uncertainty triggers fight-flight-freeze response
Emotional contagion effect scientifically verifiedSlide4
Mere talk of change kills motivation
Strongest motivation comes progress in meaningful work
Brain experiences imagined threats as real
Talk of big changes a distraction from meaningful workSlide5
Culture ill-defined
Perceived as “fuzzy” or ambiguous
Discussions of culture will go in many directionsSlide6
Leadership dilemma
Talk of looming changes distracts from meaningful work
Culture change seen as impossible
Driving change while empowering peopleSlide7
Scientific approach to change
Measurement
- Pre
-test- Change/intervention- Post
-
testSlide8
Diagnostic phase
Competing Values Framework
30 years of use
Pragmatic, powerfulSlide9
Organizational Culture Assessment Instrument
Effective model for culture
asssessment
ocai-online.comSlide10
Diagnostic methods
Focus groups
costly
small sampledeep exploration of topicsSlide11
Diagnostic methods
Surveys
Go broad
Visible support from senior managementProfessionally-designed beats amateur-designedExample: OCAI survey toolSlide12
Culture assessment - exercise
Competing Values culture assessment (abridged version)
D
iscussionSlide13
Action planning phase
Reflection period important
Action planning to create the needed values-realignment
Address the internal and external needsSlide14
Changes to implement
Structural changes
New work practices
Leader developmentSlide15
Structural changes - examples
Change control process (5
yrs
in phase 1)Service catalog/inventory (just starting)Process inventory (started Dec 2012)Restructuring management, reporting linesSlide16
Structural changes: talent
Structured approach to selection and development
Selection criteria and competency model for new managers
Scrutinize and align people decisions with your strategically mapped valuesSlide17
Reflective culture
Values build from reflective practices
Which practices encourage introspection and learning?Slide18
Reflective practices
How to make new practices the new norm?Slide19
Professional journaling
Journal on victories, challenges
Don’t overlook the positive
Learn about yourselfImprove over timeRead “The Progress Principle” by Teresa AmabileSlide20
Group practices: post-mortem
Post-mortem
analysisWere the group goals clear to you?How could planning be improved?
Were there enough resources given the project schedule?Slide21
Group practices: facilitated meetingsSlide22
Organizational practices: dialogue
World café method – “the power of conversation as a key business process”
~5 people per table
Compelling questionsRounds of dialogue
Each new round: one host remains back. The rest travel to new table
HarvestSlide23
Test your mindset
Mindset assessment
DiscussionSlide24
Developing people
Overcoming the fixed mindsetSlide25
Developing people
Encouraging the growth mindsetSlide26
Developing leaders
Bench strength – change agility as a competency
Managers with a growth mindset
Leaders with a growth mindsetSlide27
Growth mindset in leaders
Persist in the face of setbacks
Communicate that effort is the path to mastery
Find lessons and inspiration in the success of others
Learn from feedback including criticismSlide28
Selecting & developing leaders
Humility
Professional will
PerformanceFit to current valuesFit to strategic valuesSlide29
Takeaways
Measurement
Mindsets
People decisionsBe systematic, scientific and disciplinedSlide30
Contact me
Gale Stafford (
galestaf@illinois.edu
)Manager, Analyst ResourcesUniversity of Illinois Urbana-Champaign
http://www.linkedin.com/in/galestafford/