Sponsored by: Leading Organizational Change Bob Greene July 17, 2013 Twitter Hashtag - #npweb Part Of:
Nov 15, 2014
Sponsored by:
Leading Organizational Change
Bob Greene
July 17, 2013
Twitter Hashtag - #npweb
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Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
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Today’s Speaker
Bob Greene Coach/Consultant
Assisting with chat questions:
Jamie Maloney, 4Good
Founding Director of Nonprofit Webinars and Host:
Sam Frank, Synthesis Partnership
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Bob Greene
Bob Greene Coaching & Consulting
www.BGCoach.net
Leading Organizational Change
• Reminder: These slides will be available at the Nonprofit Webinars site.
• On request, I will send you a handout packet with additional materials. Email me at [email protected]
• I’ll respond to a few questions during the presentation and we’ll have a Q&A at the end. Feel free to contact me after the webinar with any follow-up questions.
A Few Notes
Learning Objectives
Identify perspectives on change
Explore people’s common responses
to change, including your own
Identify ideas to help facilitate change
Learn to anticipate and address
common barriers to change
Identify tips, tools, and resources
Agenda
Welcome
You and change
Readiness for change
Managing transitions
Resistance to change
Implications for action
Closing
Just a few examples:
• Rolling out a new technology system
• Implementing the new strategic plan
• Starting or changing a program or service
• Moving to a team-oriented culture
• Implementing a new process or restructuring
When Do We Lead Change?
1. Are one of the first to get one
2. Are pretty early but not the first
3. Wait to see if the trend will hold, but you’ll get one once the prices start to drop
4. Get one only after it's clear everyone else has one and expects you to have one too
5. Are firmly committed to the tried and true
You. . .
Innovators Early adopters Early majority Later majority Traditionalists
Readiness for Change
Adapted from Diffusion of Innovations by Everett M. Rogers
A Few Implications
Recognize that fewer people are ready
for change now while most wait-and-
see.
Communicate constantly. Explain,
inform, respond.
Create structures to engage people,
such as a representative change team,
regular meetings, surveys, etc.
Show this is the real deal and not a fad.
Transitions
● Ending
● Neutral Zone
● Beginning
Adapted from Bridges,
Managing Transitions
Transitions
Ending ● Leave taking
● Celebrating/mourning what has passed
● Letting go of the trapeze
Transitions
Neutral Zone ● Wandering
● New routines not established
● Creativity, but may not be sustained
● Flying after releasing the trapeze
Transitions
Beginning ● Establishing new habits
● Settling in
● Grabbing the next trapeze
Managing Transitions
People
experience
People
need
Leaders can
Fear,
resentment,
caution
Information,
safety
•Provide ongoing
accurate information
•Clarify what's over &
what's not
•Support people in
grieving
Endings
Managing Transitions
People
experience
People need Leaders can
Doubt,
anxiety,
confusion,
creativity,
energy
Acceptance,
focus, short-
term gains,
opportunities
to contribute
•Be available
•Set realistic
productivity goals
•Foster creativity,
experiments, and
learning
Neutral Zone
Managing Transitions
People
experience
People
need
Leaders can
Increased
confidence
and focus,
ambivalence
Applause,
noting
success,
sharing
credit,
assistance
•Create ways to
celebrate and reward
•Model desired
attitudes & behaviors
•Ensure policies and
procedures reinforce
the new system
Beginnings
“No matter how much work you
have done, no matter how
careful your analysis, the only
thing you can be sure of is that
your first idea is wrong in some
meaningful way.”
─ Scott Anthony
Observe Interpret
Intervene
Adaptive Leadership
Heifetz emphasizes the importance of fostering
continuous reflection and learning.
A Few Ways to Promote Continuous Learning
Create multiple structures for communication.
Conduct surveys, focus groups, etc.
Analyze how the work is done and obstacles
or bottlenecks that make change more difficult.
Conduct small experiments or simulations.
Show that mistakes are opportunities for
learning, rather than reasons for punishment.
Invest in skill development/training.
Resistance
For Reflection
Think of a time you resisted
change. Why did you resist?
Effects of Change
Effects Examples
Credibility Reputation, ability to influence
Competence Skills, knowledge, quality, ability to
get things done
Relationships Being liked and admired, having
positive connections that are
pleasant and help get things done
Security Confidence about the future,
income, status, sense of
professional identity
Adapted from Ryan & Oestreich, Driving Fear Out of the Workplace
Working with Resistance
Rick Mauer, in Beyond the Wall of
Resistance, urges change leaders to
respect and learn from those who
resist―and seek win/win solutions
when possible.
Taking Action
Remember that people may be more or less
ready for the change.
Communicate constantly. Use multiple
channels to communicate.
Involve influential stakeholders in leading,
modeling, and training.
Collect data. Conduct small experiments.
Check out your assumptions.
Taking Action
Respect and learn from those who are slower
to change.
Ensure that policies, structures, and rewards
reinforce the new ways.
Highlight examples of progress.
Remember change is a long-distance race,
not a sprint.
Q & A
Thank You!
• Reminder: These slides will be available at the
Nonprofit Webinars site.
• While there check out the full schedule of free
Nonprofit Webinars.
• Contact me if you’d like the supplemental
handouts for this webinar: [email protected]
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