Laurie Ford wwwusingthefourconversationscom wwwlauriefordcom CQI Institute Project list Perry Co Improve immunization rates in the underserved population AOHC Improve AOHCs ID: 546574
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Slide1
Communicating for ChangeLaurie Ford
www.usingthefourconversations.com www.laurieford.com Slide2
CQI Institute – Project listPerry Co: Improve immunization rates in the underserved population
AOHC: Improve AOHC’s (Ass’n of OH Health Commiss’s) role in assisting HD’s w/preparedness activitiesLicking Co: Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD
Defiance:
Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers.
ODH:
Improve the ICS (Incident Command
Struct
.) human capital mgmt deployment & activation process
Sandusky:
Improve the information dissemination process to H1N1 high risk population
Zanesville-Muskingum:
Improve Z-M’s vaccine management systemSlide3
Leadership CompetenciesYour Survey results
Effective communicationKnowledge of CQI processOpen-minded, Open to changeMaking meaningful changesRespect for team/team work/team playerOrganizedCommitment to the CQI processSlide4
Objectives for this Conversation
Introduce ideas from our article in the Journal of Applied Behavioral Sciences on conversations and changeReview the four “conversations of change”
Talk about change and resistance
Show the relationship of the four conversations to the
Five Practices of Exemplary Leadership
by
Kouzes
& PosnerSlide5
Conversational Profiles Article JABS, 2008
Conversational Profiles: A Tool for Altering the Conversational Patterns of Change ManagersPremise: Successful implementation of change
Relies on effective communication
Requires managers to be aware of whether their communication is effective or not
And, if their communication is not effective, managers must alter their communication in order to be more effective.Slide6
Conversational Profiles Article JABS, 2008
Our assertion: Change agents must be able to move among 4 different types of conversationsInitiative - Introduce the desired future and outcomes
Understanding
- Engage participants in defining and developing the plans and creating the change
Performance
- Get everyone into action & producing results
Closure
- Create accomplishment and learn from the change process Slide7
Four Conversations for Success An Example
Initiative - Get something startedEx: Announce a new customer service policy and the reasons for its valueUnderstanding – Engage other people
Ex: Have a Q&A session to discuss the new policy and how it fits with people’s current jobs
Performance
– Make agreements
Ex: Clarify who will do each part of the policy, and when
Closure
– Follow up for accomplishment
Ex: Report results, thank people, put in correctionsSlide8
CQI Institute – Listen from your Change Initiative
Perry Co: Improve immunization rates in the underserved populationAOHC: Improve AOHC’s (Ass’n of OH Health Commiss’s) role in assisting HD’s w/preparedness activities
Licking Co:
Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD
Defiance:
Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers.
ODH:
Improve the ICS (Incident Command
Struct
.) human capital mgmt deployment & activation process
Sandusky:
Improve the information dissemination process to H1N1 high risk population
Zanesville-Muskingum:
Improve Z-M’s vaccine management systemSlide9
8 Common Mistakes
Most of us have a few bad conversational habits.Not saying why something mattersNot being specific about what we want
Forgetting to say “by when” we want it
Waiting for others (“leaders”) to communicate
Assuming everyone understands things the same way (quality, performance, relationship, etc.)
Tolerating complaints instead of using them
Assuming people are good at managing their time
Not helping others be “complete” when it’s overSlide10
Six Limitations to a Successful Workplace
LatenessPoor work qualityDifficult peopleLack of teamwork
Poor planning and workload overwhelm
Insufficient resources and supportSlide11
How We Compromise Our Communication
Unproductive conversationsComplaints, Blaming, GossipingMissing one of the 4 conversations E.g., forgetting to ask, not closing things out
Incomplete Conversations
Not using all the necessary conversational ingredients, e.g., not saying When, or WhySlide12
1. Unproductive ConversationsComplaints
– usually lack commitmentBlaming – undermines accountability and credibilityGossip – reduces trustWhat do you
do about these types of conversations in your workplace?Slide13
2. Missing ConversationsWhen we are missing…
Initiative conversations, people lack enthusiasm, interest, and purposeUnderstanding conversations,people are confused, not engaged, not stepping upPerformance conversations,
we get no results, wrong results, or delayed results
Closure conversations,
we add to resentment, cynicism, mistrustSlide14
3a. Incomplete Conversations - Missing Accomplishment
To help someone accomplish something, even a small task, add“Accomplishment ingredients”
What
are we trying to accomplish?
When
do we want to accomplish it?
Why
is this accomplishment important
?
What happens if you leave one out?Slide15
3b. Incomplete Conversations - Missing Resources
To support people’s accomplishment, add“Resource ingredients”
Who
else is
involved?
Where
will the resources come from
?
And
Where
will the results go?
How
will it get done
?
What happens if you leave one out?Slide16
Conversational Profiles Article JABS, 2008
The purpose of the article: Demonstrate that managers have an identifiable pattern of talk – a conversational profile –when implementing change.
Show that conversational profiles are
directly related to the progress of change
.
Illustrate ways managers can intentionally alter their conversational profiles to
positively affect the progress of change
.Slide17
CQI Institute – What’s Your Profile?
Perry Co: Improve immunization rates in the underserved populationAOHC: Improve AOHC’s (Ass’n of OH Health Commiss’s) role in assisting HD’s w/preparedness activities
Licking Co:
Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD
Defiance:
Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers.
ODH:
Improve the ICS (Incident Command
Struct
.) human capital mgmt deployment & activation process
Sandusky:
Improve the information dissemination process to H1N1 high risk population
Zanesville-Muskingum:
Improve Z-M’s vaccine management systemSlide18
Communicating for Change:Draft Your Plan (in conversation, of course)
Specify What, When, Why, How:What is the change? Be specific: you can’t just say “improve” or “increase” – use measures. What changes? From what, To what? How will you know when you’re done?
When
should it happen?
Establish your best estimate for the timeline and the end date when the change will be complete.
Why
should it happen?
Draft the purpose & goals. What will it accomplish? How will it advance the mission?
How
should it happen? Four components:
Change Process
: Identify steps or stages + timeline for each.
Anticipated challenges
: Anticipate problems and solutions.
HR
: Identify needs for training, hiring, reviews, etc.
Financial
: Budgets, resources, personnel, etc.Slide19
Communicating for Change:Draft Your Change “Performance Network”
Specify Who, Where Who are your:Change Authorities –
people who can help you finalize your Change Plan (decision makers relevant to your change)
Change Performer
s –
people who will produce the results that will make the change happen, e.g., Managers, Engineers, Trainers
Change Users-Customers
–
people who will benefit most from the change
Change Resources
–
people who have ideas & resources for the change to work in your organization, industry, or environment
Where
are these people and groups located? Sketch out the "geography" of the change.Slide20
What’s Missing in Your Change?
Perry Co: Improve immunization ratesAOHC: Improve role assisting preparednessLicking Co: Increase # of providers reporting
Defiance:
Improve surveillance
ODH:
Improve the ICS process
Sandusky:
Improve information dissemination
Zanesville-Muskingum:
Improve vaccine management system
What
is the change?
When
should it happen?
Why
should it happen?
How
should it happen?
Change Process
: steps + timeline
Anticipated challenges
HR
needs
Financial
planning
Who & Where
are your:
Change
Authorities
Change
Performers
Change
Users-Customers
Change
ResourcesSlide21
Communicating for ChangeUse your Change Plan
and Change Performance Network to have conversations for causing and completing the change you want.Initiative and Understanding conversations Revise & improve the
Change Plan
and
Change Performance Network
Understanding and Performance conversations
Clarify responsibilities, and displays for tracking results
Make requests, promises, agreements.
All four conversations
Hold regular Status Update Meetings to track progress, refresh value, address concerns, update agreements, and recognize results.
Turn resistance into ideas for improving the Change Plan and Network
Closure conversations
- create accomplishment & recognitionSlide22
Stages of Change
INITIATIVE: Proposal of vision and valuePlan Draft, Development ,and RevisionUNDERSTANDING: Planning & engagementClear responsibilities for tasks, results
PERFORMANCE: Call for actions & results
Requests, Promises, Agreements
CLOSURE: Recognition & return to purpose
Acknowledge facts, Appreciate people, Apologize, Amend broken agreementsSlide23
Plan-Do-Check-Act and Communicating for Change
PLAN
Create your
Change Plan
(What-When-Why-How) and
Change Performance Network
(Who-Where)
ALL 4 CONVERSATIONS
PLAN
DO
Validate and update the
Change Plan
and
Change Performance Network
in conversations with all players.
ALL 4 CONVERSATIONS
DO
ACT
CHECK
CHECK
Clarify responsibilities for tasks, results, and communications. Make requests, promises, agreements, and tracking displays.
ALL 4 CONVERSATIONS
ACT
Hold regular Status Update Meetings to track progress, refresh value, address concerns, and recognize results.
ALL 4 CONVERSATIONSSlide24
Obstacles: “Resistance”Resistance conversations come in three flavors:
Complacency – “Why bother?”Resignation – “It won’t work.”Cynicism – “Nothing ever works.”Slide25
“Resistance”“Resistance” is a product of:
Missing, Inappropriate, and Incomplete conversations over time … which results in complacency, resignation, and/or cynicism ... and creates distrust, and a loss of credibility.Slide26
“Resistance” Is Not an Obstacle“Resistance” is a form of conversation.
Resistance conversations are just ways in which some people participate in organization change. Listen carefully to what is being said. Use the information as a valuable source of feedback. See “Decoding Resistance to Change” in Harvard Business Review, March 2009, on www.laurieford.com Slide27
Put “Resistance” to Work
Collect ideas for improving the Change PlanIdentify where Closure-Action is needed:What facts need to be acknowledged? What people need to be appreciated?What mistakes or misunderstandings deserve an apology? What broken agreements should be amended?
Clarify objectives and strategies, timelines and task assignments.Slide28
Leadership Conversations Five Practices of Exemplary Leadership, Kouzes & Posner
Model the way, Credibility Initiative and Closure ConversationsInspire a shared vision
Initiative and Understanding Conversations
Challenge the process, Open to ideas
Understanding Conversations
Enable others to act, Cooperation & Trust
Performance and Closure Conversations
Encourage the heart, Appreciate
Closure ConversationsSlide29
Conversations in Work and Life
It’s not only about organization change.Your conversations are a vital ingredient in the quality of your life. Reach your goals and help others reach theirs
Establish and maintain good relationships
Make things happen, Get things doneSlide30
Summary
1. Some conversations are not productive2. Four conversations are productive:Initiative, Understanding, Performance, Closure3. Conversations can have six ingredients: What-When-Why
and
Who-Where-How
4. Most problems, in work and in the rest of life, can be resolved with conversation
5. “Resistance” is everywhere. It’s your job to put it to work for your goals.