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HOW TO INSPIRE CHANGEIN YOUR ORGANIZATION
@ j a s o n l i t t l e | h a p p y m e l l y . c o m
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
1995
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
$250
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
Today
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
$250
1995
Today
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
What’s the point?
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
1995
Howweapproachchange
“best practices”
standards
plans and documents
Today
SocietalEvolution
outdated thinking
cannot keep up with
today’s pace of change
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
“All CEOs, including me, are operating in a world where it’s almost impossible to predict things in the short term, and you
need to be prepared to navigate.”
http://sloanreview.mit.edu/article/conversation-with-the-ceo-pierre-nanterme-chairman-and-ceo-accenture/
AccentureCEOPierreNanterme
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
DENIAL
FRUSTRATION
DEPRESSION
DECISION
INTEGRATION
EXPERIMENT
SHOCK
S O M E B E L I E V E T H I S I S H O W P E O P L E P R O C E S S C H A N G E …
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
… A N D O T H E R S P E O P L E B E L I E V E T H I S I S T H E T R U T H
STATUSQUOFOREIGNELEMENT
TRANSFORMINGIDEA
NEWSTATUSQUO
PRACTICEANDINTEGRATIONCHAOS
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
http://www.scientificamerican.com/article/five-fallacies-of-grief/
“ in developmental psychology, the not ion of predictable l i fe stages is toast . Those stage theories ref lected a t ime when most people marched through
l i fe predictably”
C a r o l Ta v r i s A u t h o r o f P s y c h o b a b b l e a n d B i o b u n k
CAN EVERYONE STAND UP PLEASE?
PAIR UP WITH SOMEONE
1
STAND BACK-TO-BACK
1
2
CHANGE 3 THINGS ABOUT YOUR APPEARANCE
1
2
3
WHEN YOU’RE DONE, FACE EACH OTHER AND TRY TO GUESS WHAT’S CHANGED
1
2
3
4
WHAT WAS YOUR INITIAL REACTION?
OK, TIME FOR ROUND 2!
OMFG NOOOOOOOOOOO!!!!!!!!
COOL! LET’S DO IT!!!
THIS IS DUMB, I DON’T GET IT.
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
somet imes change is hard……becauseit’sjusthard
…because,tome,it’sadumbchange
…because…well,Ijustforgotaboutit
sohowcanwemakeiteasier?
sohowcansparkmotivation?
sohowcanwenudgepeople?
WORKSHOP TIME!
1)Formagroupof4-5people.
2)Take5minutesanddecideonaproblemtoworkon.
Iknowit’sacrappylookingtimer,butIdidn’twanttoforkover$17forthegoodone.
Asateam,brainwritesomeideasyoucoulddotosolvethis
problem
Categorizeyourideasintothesebuckets:
Make it Easier Spark Motivation Remind People
Mingle!Critiqueanothertable’ssolutions:“whatcouldmakethemeasier?”“whatcouldbemoreinspiring?
“Whatcreativereminderscouldyouthinkof?”
Mingle!Critiqueanothertable’s
solutions:“whatcouldmakethechangeeasier?”
“whatcouldbemoreinspiring?“Whataremorecreativereminders?”
motiv
ation
HIGH
LOW
AbilityHARD EASY
Facilitate: Make the change
easierSignal:
Remind People!
Spark: Inspire People
BJ Fogg Behaviour Model | bjfogg.com
change unlikely
Using this in the wild
# h a p p y m e l l y | @ j a s o n l i t t l e | h a p p y m e l l y. c o m
Questions?
