Bret L. Simmons, Ph.D. www.bretlsimmons.com Training for Rawson-Neal Psychiatric Hospital October 31, 2013 Leading Change
Bret L. Simmons, Ph.D.www.bretlsimmons.com
Training for Rawson-Neal Psychiatric Hospital
October 31, 2013
Leading Change
www.bretlsimmons.comhttp://www.slideshare.net/BretLSimmons(775) 336-9576
Agenda• 1 pm. Session 1: Leadership and The
Progress Principle• 2:15 pm. Break• 2:30 pm. Session 2: Switch• 3:45 pm. Wrap-up
Why does this hospital matter?
Primary Sources
Exercise 1
How do you recognize good leadership?
Leadership is..
InfluenceReal Change
Shared PurposeRelationship
Trustworthy, Interdependent Partners
Trust
Willingness to be vulnerable to others in risky situations
Trustworthy
• Ability• Integrity• Benevolent Intentions
Person +
Environment (system) =
Behavior
Behavior at Work
Person
PersonalityAttitudesValues
PerceptionsEmotionsMotivation
System
PoliciesProceduresEquipment
HiringTrainingStaffingRewards
Performance EvaluationSupervisionDaily Events
Behavior
HelpingCivility
TardinessAbsenteeism
TurnoverParticipationPreparationPerformance
Inner Work Life Effect:
“People do better work when they are happy, have positive views of the organization and its people, and are motivated primarily by the work itself.” (p, 47)
WorkdayEvents
Perceptions/thoughts(Sensemaking aboutworkday events)• The organization• Managers, self, team• The work• Sense of
accomplishment
Emotions/feelings(Reactions to workday events)• Positive emotions• Negative emotions• Overall mood
Motivation/drive(Desire to do the work)• What do to• How to do it• When to do it• Whether to do it
IndividualPerformance
Inner Work Life System
Amiable, T & Kramer, S. (2011). The Progress Principle
Daily progress doing meaningful work
Team Leaders / Immediate Supervisors
Whatever your level in the organization … you bear some responsibility for the inner work
lives of the people around you (p. 181)
Even seemingly mundane events – such as small wins
and minor setbacks – can significantly
effect inner work life
The Progress PrincipleEvents signifying progress• Small wins• Breakthroughs• Forward movement• Goal completion
The Catalyst FactorEvents supporting the work• Setting clear goals• Allowing autonomy• Providing resources• Providing sufficient time• Helping with the work• Learning from problems and successes• Allowing ideas to flow
The Nourishment FactorEvents supporting the person• Respect• Encouragement• Emotional support• Affiliation
Positive Inner
Work Life
Amiable, T & Kramer, S. (2011). The Progress Principle
1
2 3
Daily Events
The power of setbacks to diminish happiness is more than twice as strong as the power of progress to boost happiness. The power of
setbacks to increase frustration is more than three times as strong as the power of
progress to decrease frustration. (p. 92)
Meaning Killers
• Dismiss someone’s ideas• Make employees doubt the
work they do is important• Assign people to work for
which they are overqualified• Keep people from assuming
full ownership of their work
Inhibitors
• Unclear goals• Micro-management• Lack of resources (e.g. information,
equipment, funding, personnel, training)• Time pressure• Punishment (vs. learning) from problems or
mistakes• Shut down open discussion• Increased workload + decreased control
Toxins• Disrespect • Discouragement• Emotional neglect• Antagonism
Exercise 2
What are the catalysts and inhibitors in your work environment?
List at least three of each
Break!Session 2 starts at 2:30 pm
Session 2
For anything to change, someone has to start acting differently. Can you get people to start behaving differently? (p.4)
If you want to be effective at helping others change their
behavior, then build a reputation for
proactively changing your own behavior
Change Metaphor
Rider - Rational – Deliberates,
analyzes, looks into the future
– Provides planning and direction
Elephant – Emotional
– Feels pain and pleasure
– Provides the energy
Direct the RiderFollow the bright spots:
Investigate and clone the successes
Destination postcards:Shows the Rider where you are headed and the Elephant why the journey is worthwhile
Change is easierwhen you know whereyou are going and whyit is worth it
Script the critical movesBe specific about the behavior you want to change
Direct the Rider• What looks like resistance
is often a lack of clarity• Clarity dissolves
resistance
Motivate the Elephant
Find the feeling
Motivation comes from confidence. The Elephant has to believe that it’s capable of conquering the change
Shrink the change:
Break down the change until it no longer spooks the Elephant
Sense of progress is critical
Make change a matter of identity, not consequences
Who am I? What kind of situation is this? What would someone like me do in this
situation?
Grow your people
Encourage a growth mindset by
praising effort rather than skill
Growth Mindset
• Talent is NOT fixed unless you believe that it is. Treat talent as something almost everyone can earn, not that just a few people own.
• Everyone can learn to work smarter
39
Motivate the Elephant
Change is hard because people wear themselves out.
What looks like laziness is often exhaustion
Shape the PathTweak the environment. When the
situation changes, behavior changes
Build Habits
Supportive habits that are easy to embrace and advance the new
behavior
Action Triggers: Decisions you make to execute a certain action when you encounter a certain situation
Checklists help educate people about what is best by showing then the right way to do something
Rally the HerdBehavior is contagious; help it spread
Shape the path
What looks like a people problem is often a situation problem. When you shape the path, you make the change more likely, no matter what’s happening with the Rider and the Elephant
The law of crappy systems trumps the law of crappy people
47
Exercise 3
Identify a change that is happening right now at work. Think elephant, rider, path: Why do people embrace that change? Why do others resist that change?
Questions?