Leading Sustained, Desired Change (166296725)

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Michael Kubit, Director of Run, Information TechnologyServices, Case Western Reserve University

April 17, 2013

Leading Sustained, Desired Change



Brief Introduction

§ Director of Run, Information Technology Services, Case WesternReserve University

§ MBA, Organizational Behavior

§ 2012 Frye Fellow

§ Organizational Change Initiatives

§ 2001 - Lead in the design and development of the university’s $6MTechnology Enhanced Classroom initiative

§ 2003 - Lead in the development of MediaVision Courseware, ablended learning solution that brought national recognition to CWRU .

§ 2009 – Launched a new Enterprise Service Desk and end supportinitiative

§ 2010 - Lead a division-wide commitment to customer service andoperational excellence

§ 2011 – Participated in planning team for Division reorganization

§ 2012 – Leading a Division wide leadership development initiative



How many are facing

significant change withintheir institution?



Forces at work

§ Pace of (technological) change

§ Escalating costs

§ Decreased funding

§ Rising demand

§ Increased accountability

§ Increased regulations

§ Dated practices



Leading Change…

OR



What makes change hard?

§ Inwardly focused cultures

§ Paralyzing bureaucracy

§ Parochial politics

§ A low level of trust

§ Lack of teamwork

§ Arrogant attitudes

§ Lack of leadership in middle management

§ Fear of the unknown

Source:Ko,erJohnLeadingChangeHarvardBusinessSchoolPress1996



Tools for the Toolkit

§ Happiness Hypothesis

Haidt, Univ of Virginia

§ Switch

Chip & Dan Heath§ Leading Change

Kotter & Kohen

§ Intentional Change Theory

Boyatsis, CWRU



Three Surprises About Change

§ What looks like a people problem, is often asituation problem.

§ Self-Control is an exhaustible resource

§ What looks like resistance is often a lack of clarity

Source:HeathChip&HeathDanSwitch-HowtoChangeThingsWhenChangeisHardBroadwayBooks2010



A metaphor for human behavior

Source:HaidtJonathan;TheHappinessHypothesis:FindingModernTruthinAncientWisdomNewYork:BasicBooks2006



The Rider

Strengths

§ Ability to think long-term

§ To plan

§ To think beyond themoment

Weakness

§ Spinning his wheels

§ Overanalyze

§ Overthink

§ Paralysis by Analysis




The Elephant

Strengths

§ Emotion

§ Sympathy

§ Loyalty

§ The one who get’s thingsdone

§ Has the energy and drive

Weakness

§ Instant gratification

§ Lazy

§ Skittish

§ Looking for the quickpay-off over the longterm benefit




Leading Change

§ Direct the Rider

§ Follow the Bright Spots

§ Script the Critical Moves

§ Point to the Destination




Leading Change

§ Motivate the Elephant

§ Find the Feeling

§ Shrink the Change

§ Grow Your People








Leading Change

§ Shape the Path

§ Tweak the Environment

§ Build Habits

§ Rally the Herd


h,p://photos-ak.sparkpeople.com/6/7/l677263174.jpg



20 – 60 – 20 “Rule” (of thumb…)

20% 20%

60%



Leading Change

1. Establish a Sense of Urgency

2. Create a Powerful Enough Guiding Coalition

3. Develop a Vision & Strategy

4. Communicate the Vision for Buy-In5. Empower for Broad Based Action

6. Generate Short-Term Wins

7.

Never Letting Up8. Incorporate Changes Into the Culture

Source:Ko,erJohnLeadingChangeHarvardBusinessSchoolPress1996



Stakeholder Mapping

KeepInformed ManageClosely

Monitor KeepSasfied

Influence

I n t e r e s t



Managing Complex Change

Frustration

CaseforChange Vision Skills Incenves Resources AconPlan Change

Incenves Resources AconPlan Status Quo

Incenves Resources AconPlan Confusion

Incenves Resources AconPlan Anxiety

Resources AconPlan Slow Change

Incenves AconPlan

Incenves Resources False Starts

CaseforChange

CaseforChange

CaseforChange

CaseforChange

CaseforChange

Vision

Vision

Vision

Vision

Vision

Skills

Skills

Skills

Skills

Skills



Intentional Change Theory

The Ideal Self

The Real Self

Strategic Plan:Build strengths

Reduce Gaps

Gaps:Ideal Self ≠ Real Self

Strengths:Ideal Self = Real Self

Action Plans

Implementation

Social CapitalWeb of stakeholders, sharing a

common fate: employees, suppliers,customers

Source:BoyatsisRichardIntenonalChangeTheory2001;VanOostenEllenIntenonalChangeTheoryattheOrganizaonal

LevelJournalofManagementDevelopment2006

OrganizaonalLevelFirstDiscovery

SecondDiscovery

ThirdDiscovery

FourthDiscovery

FiAhDiscovery



PEA and NEA

Positive Emotional Attractor

§ Ideal Self

§ PSNS Arousal

§ Strengths

§ Focus on Future

§ Hope

§ Possibilities

§ Optimism

§ Learning Agenda & Goals

Source:HowardAnitaPosiveandNegaveEmoonalA,ractorsandIntenonalChangeJournalofManagementDevelopment2006

Negative Emotional Attractor

§ Real Self

§ SNS Arousal

§ Gaps/Weaknesses

§ Focus on Past

§ Fear

§ Problems

§ Pessimism

§ Performance ImprovementPlan/ Development Plan



Emotions are contagious

§ The brain has an open loop system

§ We are wired to pick up subtle clues fromone another

Resonance is contagious…so is dissonance



Utilize Appreciative Inquiry to IdentifyStrengths

DiscoveryThebestofwhatis

Apprecia(ng

DreamWhatmightbe

Envisioning

Results

DesignWhatshouldbe

Co-

construc(ng

DesBnyHowtoempower

learnimprovise

Sustaining

ffirmaBveTopic

Choice



Thank You

[email protected]

Leading Sustained, Desired Change (166296725)

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