Dynamics of Change Leading People Through Organisational Change December 2015

Dynamics of ChangeLeading People Through Organisational Change

December 2015

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Remember! Every change is UNIQUE to every individual, team and every

situation! We must ADJUST and ALIGN the process to every change

initiative! Every change initiative calls for BALANCE between the RATIONAL

and EMOTIONAL reality! Complex and large changes calls for INVOLVEMENT,

UNDERSTANDING and COOPERATION between all stakeholders We connect to changes through investing time in DIALOGUE!

Every change is UNIQUE to every individual, team and every situation!

We must ADJUST and ALIGN the process to every change initiative!

Every change initiative calls for BALANCE between the RATIONAL and EMOTIONAL reality!

Complex and large changes calls for INVOLVEMENT, UNDERSTANDING and COOPERATION between all stakeholders

We connect to changes through investing time in DIALOGUE!


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To grow a shared cultureTo lead people through change


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It is not the strongest who survive,

nor the most intelligent, but those who are

most responsive to change.


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The Dynamics of ChangeReflections on the human side of leading people through organizational change

• Improve our awareness and understanding • Create a shared language and pictures• Enable space for reflection and learning• Offer practical tips and dialogue tools• Make the intangible more tangible


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1. Change vs. Transformation

2. Leadership Challenges

3. Learning

4. Planning

5. Communication

6. Human reactions

7. Stress

8. Firm leadership

9. Building a foundation for change

10. Exercises

Content of Dynamics of Change


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The Dynamics of Change10 Tools

Your ”Psychological Contract” – Is it strong or weak? p. 84

The Change Curve – Our present picture p.86

Diagnostic Questions – How do your employees feel? p.88

Support System – A self-assessment p.89

Force Field Analysis – Resisting or driving forces? p.92

Stakeholder Analysis – Create shared expectations p.94

Balanced Action Plan – Both content and process p.95

Team Reflection – Conditions for learning p.97

Learning Levels – Where are we? p.99

Future Dialogue – Preferred and Probable p.101


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Employee focus during change

Not primary Primary□ Structure

□ Organizational

charts

□ Steering system

□ Budgets

□ Financial targets

□ Job descriptions

□ Leadership

□ The people in a team

□ New way of thinking and acting

□ Key tasks in the business process

□ Challenges and work pleasure


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Difference between Change and Transformation

Customer demand

Sales

Organization

Politics

Technique

“Change” is the journey outside of us – “Transformation” is the inner journey we go through in order to take on

the outer change.

Source: Tor Eneroth


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Different Reactions

Dealing with change is like standing on a seesaw, it is a question of balance or unbalance.Source: Kalju Plank

SAFETY RISK


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To maintain one’s health you need…

Source: Jahoda

Goals and meaning in life

A goal outside oneself

Structure and content

Identity and self-reliance

Social networks - support systems

Material resources


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What we need to embrace change

Source: Kalju Plank

Energy

Meaning

Motivation for

Chang

e

Identity

AmbitionGoals

Today

Vision

+ – + –+ + + –– – + – ”What’s in

it for me?”


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Both Content and Process

Formal,visible area

CONTENTObject – What?

Goals

Technology

Structure

Personal andfinancial resources

Co-operationLeader behaviourInformal groups

Group normsBehaviour patterns

Attitudes“Hidden agenda”

ValuesFeelings (rage, fear, etc)

Completely hidden - subconscious

PROCESSSubject – How?

Informal,partly hidden

area

Mire

Our life has oneobjective visible side

and one subjectiveand more invisible side

Source: E Schein


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The Change Curve

Denial

Future

Internal / Self

Past

Commitment

Resistance Exploration

Source: Flora/Eklind

External/Environment

The Possibility Curve


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The Possibility Curve - Reactions

it will soon be over apathy numbness little accomplished

can’t sleep at night anger/fights/blame ‘gave my all and now

look what I get’ withdrawal from the team

teamwork satisfaction clear focus and plan better co-ordination

over preparation frustration too many new ideas have too much to do can’t concentrate


Denial

Future

Internal / Self

Past

Commitment




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The Possibility Curve – Management actions

Confront individuals with information. Let them know that change will happen. Explain what to expect and suggest action to adjust. Give time to let things sink in. Arrange planning sessions to talk things over.

Listen, acknowledge feelings, respond empathetically, encourage support.

Don’t try to talk people out of their feelings, or tell them to change or pull together.

If you accept their response, they will continue to tell you how they are feeling.

Look ahead. Set long-term goals. Concentrate on team building. Create mission statement. Acknowledge and reward those responding to the change.

Concentrate on priorities and provide any necessary training.

Follow up projects under way. Set short term goals. Conduct brainstorming and planning sessions.


Denial

Future

Internal / Self

Past

Commitment




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Three keys to embrace change

Comprehensibility

Meaningfulness

Manageability

HEALTHHEALTH

Source: Aaron Antonovsky


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4 Phases Transformation Process

PLANPrepare

Transformation

Manageability

EXECUTEConnect and Implement

Meaningfulness

CLOSERun the business

Sustain the change

New Energy Direction

INITIATESet the stage

Comprehensibility


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A Pocket-size Checklist

TWO VERSIONS AVAILABLEThe Digital checklist for on screen reading/presentations.The Printable checklist to print and be folded

HOW TO FOLD THE CHECKLIST•Fold it in half horizontally along the dotted line.•Fold it along the vertical dotted lines to make the checklist into a pamphlet style.

Overview of when and what to use in Dynamics of Change when leading people through change or in Get Connected when wanting to grow a shared culture, or both.


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1. Download the book and checklist.2. Distribute the book to the whole Management Team (MT).3. Agree to read the whole or selected parts of the book.4. Meet to reflect / discuss how the change will effect us.

Use the checklist as an overview to plan from.5. Identify “stakeholders”, and support and help functions.6. Agree which exercises to do individually and within the MT.7. Practice exercises in MT – Reflect and learn together.8. Do the exercise “Balanced Action Plan” with the whole MT.9. Agree when/what/how/who to involve and communicate the change. 10.Run exercise “Diagnostic Questions” at every team meeting about the change

– focus on listening to your employee needs and meet them with respect and love.

11.Be conscious of where your team are in “The Change Curve” and align your leadership.

12.Plan for debrief and “Team Learning” meetings (both MT and teams).13.Meet frequent and regular. Be prepared to adapt and respond to changes. 14.Work actively with reinforcing feedback and celebrate your progress and

achievements.

How to work with Dynamics of Change

TOOLSTOOLS


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Your ”Psychological Contract” Is it strong or weak?

Purpose and objective•To visualize our individual ”psychological contract” and strengthen it if necessary. (It is up to the individual participants if they want to share their thoughts, although that is not the purpose of this exercise).•At the end of this exercise you should know if your ”psychological contract” with your company is strong or weak. You should also have personal ideas on what you would like to do to make it stronger.


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Our “Psychological Contract”

Increasedmeaning,identity,

motivation,behaviourand results

Personalvalues

Organisationalvalues

My Psychological Contract

Mark with a + if your needs are being satisfied at work.

Mark with a - if your needs are not being satisfied at work.

Mark with a ? if you are uncertain.

NB! You don’t have to share your results with anyone else, unless you want to!

Where do you stand?

Knowledge, skills

___ Personality

___ Creativity

___ Leadership style

___ Performance

___ Skills

Involvement, enjoyment

___ Rewards

___ Relationships, feeling of belonging

___ Responsibility

___ Potential for development

___ Potential to influence as an expert

___ New challenges

___ Freedom

___ Fair treatment

___ Authority

___ Draw attention to performance

___ Caring

___ Handling conflicts

Ethics, morals, management philosophy

___ Respect and dignity

___ View of people

___ View of the organisation

___ View of co-determination

___ Management philosophy

___ Involvement in objectives

___ Involvement in organisational changes

___ Meaningfulness

Your skills

and

disposition

Job

requirements

Your needs

Demands and

requirements

of the

organisation

Your

values

Work

and

organisation

What is right?

What is wrong?From the book ”Dynamics of Change” page 84-85


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The Change Curve Our present picture

Purpose and objective•To create a mutual picture and understanding of the change curve and where we see ourselves at the moment. To enable us to see and agree on what actions are appropriate to aid our individual transformation.•At the end of this exercise you should be able to see various types of reaction and behaviour in your group.

Page 84-85


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The Change Curve

Faced witha new

situation

Many changes take place at the same time and these changes can

also be difficult

”shock”

Denial, escape

Inability to act Rejection

Acceptance of reality, looking ahead

Ideas

Testing new things

Newstability

Threat Potential

Potential feelings and thoughts of people and groups undergoing change

revision reaction new orientation

Source: J Kullberg

Sorrow

From the book ”Dynamics of Change” p. 86


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ReflectionMy ”position” in the Change Curve

Based on what you think/feel today, where would you place yourself in the change curve?

1. Start individually – be prepared to describe why your place yourself there…

2. Create a shared picture at your table. What does it tell you? Reflect!

3. Create a shared picture in the whole group. What does it tell us? Reflect!


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Transformation takes time

To understand

To hear about the “what is NEW”

To accept

To recognise the consequences

To be conscious of ones new role

To understand ones own need for development

Working with the “NEW”

To meet the need for development

T. T. T.Transformation Takes Time

“It´s not enoughto just tell them”

Transformation takes more timethan we ususally anticipate

Source: K Plank and T Eneroth


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Diagnostic Questions How do your employees feel?

Purpose and objective•To create a better and mutual understanding of the group’s present concerns and feelings.•At the end of this exercise you should be able to listen better and align your planned actions.

Page 88


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Diagnostic Questions

Today• How do YOU feel?• Do YOU have any ”energy leakages”?

Most important• What are the most important questions for YOU right now?

From the book ”Dynamics of Change” page 88


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Support SystemA self-assessment

Purpose and objective•To collectively review our individual support system and emphasise the need to constantly build and maintain a good support system.•At the end of the exercise everyone should be able to examine their individual support system and identify their individual needs for improving their support system.

Page 89-91


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Support System – A self-assessment

1. Close friends ______________________________________________________ 1 2 3 4 52. Family ____________________________________________________________ 1 2 3 4 53. Specialists (doctors, consultants and so on) _____________________________________ 1 2 3 4 54. Helpers ___________________________________________________________ 1 2 3 4 55. Reference groups, e.g. people of the same sex, profession, hobby or the same sports team ______ 1 2 3 4 56. Challengers _______________________________________________________ 1 2 3 4 57. Admirers __________________________________________________________ 1 2 3 4 58. Prime movers (contact sources, people who arrange contacts) _________________________ 1 2 3 4 59. Energy movers (people I find exciting) _______________________________________ 1 2 3 4 510. People of a similar mind _____________________________________________ 1 2 3 4 511. Financiers (people who control funding) _______________________________________ 1 2 3 4 512. Evaluators ________________________________________________________ 1 2 3 4 513. Mentors (models, teachers) ______________________________________________ 1 2 3 4 514. _________________________________________________________________ 1 2 3 4 515. __________________________________________________________________ 1 2 3 4 5

From the book ”Dynamics of Change” p. 90-91


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Support System – A self-assessment

Complete the following statements:

16. The extent of my present support system is…

17. The mix in my present support system is…

18. I use my support system…

19. The most important things to change in my support system are:



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Force Field AnalysisResisting or driving forces?

Purpose and objective•Sets out the forces in any given situation in a diagram, showing the forces’ direction, their strength and how they can be modified.•At the end of the exercise everyone should be able to identify the key forces that work for us in striving towards the new, preferred status and the forces that work against us. Also outline what, how and who will do something about these identified forces.

Page 92-93

Force Field Analysis


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Stakeholder AnalysisCreate shared expectations

Purpose and objective•To map, review, involve and define the requirements and expectations from the key stakeholders of your change initiative.•At the end of the exercise everyone should have a clear and mutual view of your key stakeholders and their requirements and expectations.

Page 94


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Stakeholder Analysis – Steps to take1. Introduce the purpose and objective of this exercise.2. Explain the need to identify your stakeholders and the requirements and expectations they

have on you and your project or change initiative.3. Use a blank piece of paper to map out your key stakeholders. Start by writing yourself or

your challenge in the middle of the paper.4. Identify every person or group of persons you think has an interest in your project or

change initiative. Who are most important?5. Use symbols such as ”+”, ”-” or ”?” to indicate if they are positive, negative or indifferent.

How do they influence?6. Define what requirements and expectations you have on them – and write what you think

their demands are on you or the change initiative.7. Make appointments with and meet all key stakeholders to check your relationship. Discuss

mutual requirements and agreements. What are the consequences of this discussion?8. Make your analysis – how should you handle the negative and positive forces?

What will you do with conflicting requirements and expectations? Prepare your own action plan.

From the book ”Dynamics of Change” p. 94


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Handling conflicting Expectations

Source: L Svedberg

Loyalty to the company

Solidarityto my employees

Dutifulness to my customers

Genuineto myself

From the book ”Dynamics of Change” page 23


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Balanced Action PlanBoth content and process

Purpose and objective•To identify, visualise and align the content with the process aspect of a change initiative into our overall plan. To serve as a base for a more detailed action plan which the management team can conduct follow-ups against.•At the end of the exercise everyone in the management team should be able to communicate the overall picture of the implication of the change initiative linked to the daily operational activities.

Page 95-96

Important aspects in the change process during the next 3 months

Tasks - Activities

Personal/Process

TodayMonth Month Month

w. w. w. w. w. w. w. w. v.

Month

Write what each team member see as critical activities that will have an impact on the anticipated change and relate to the timetable

Write what each team member see as critical impact the change will have on individuals with relations to the organization and relate to the timetable


Prio Action By who By when Effect in

1

2

3

4

5

The Change: Date:

What do I / we need to do the next 3 to 6 months to get prepared to lead our people through this transformation to meet this change?

1 (1)


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Source: The Fifth Discipline Fieldbook

Telling

Selling

Testing

Consulting

Co-creating

High

Low HighDegree of active participation

Demand onindividual abilityto set direction

and learning

Depends on themanager’s leadershipability

Demands leadershipskills within the group

Select your communication strategy


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Before you meet your group, make sure you are well prepared with the following… Open every meeting with a “Important Questions” reflection. Describe the various stages of the change as detail as you know it. Explain what effect the change will have on your employees. Share your own feelings (if appropriate). Open the floor to questions and try to involve everyone. Listen to your employees and treat them with dignity and respect. Ask for help and support in implementing the change.


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Team ReflectionsConditions for learning

Purpose and objective•To collectively enhance your team’s ability to transform and learn as you move through the change curve.•At the end of the exercise everyone should be able to learn from what is happening here and now. Move beyond their own safety zones and challenge and make real value shifts.

Page 97-98


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How We LearnThe percentage (%) of information that we retain when we…

10% Read

20% Hear

30% See

50% See and Hear

70% Discuss

80% Experience

95% S H A R E95% S H A R E

Based on work by William Glasser


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The Team Learning Wheel

Source: Fifth Discipline - Field book

Public reflection

Sharedmeaning

Jointplanning

Co-ordinatedaction

MoreMoreConcreteConcrete

More ActionMore Action

MoreMoreAbstractAbstract

More ReflectionMore Reflection

From the book ”Get Connected” p. 109



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Dialogic PracticesThere are four practices or behaviors, in particular, that you can work on,to help you develop your understanding of dialogue:

VOICINGSpeaking from one’s deepest Self; Living from the source of one’s being

SUSPENDINGStepping back (to the balcony) to perceive what is taken for granted; stopping the flow of thought

LISTENINGListening as if what is “outthere” is also in here;to take part of and take part in

RESPECTINGHonoring and witnessing the legitimacy of another’s stance and point of view; seeking to discover how everything fits

Source: Dialogos

Inquiry

Advocacy


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Learning LevelsWhere are we?

Purpose and objective•To identify your team’s ability to learn together.•At the end of the exercise you should be able to express what you and your team need to do in order to increase your ability to learn.

Page 99-100


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Where are we today?

Learning level 3•Common visions

•Creating one’s own future

•High relationship quality (= functioning like a family)

•Ability to learn from everything

Learning level 0•Low relationship quality

•Fear of change

•Poor exchange of experience

•Defensive behaviour

Learning level 1•Formal relations

•The change process takes place within a strict framework

•Analytical, logical thinking

•Detailed planning

Learning level 2•Individuals and groups are allowed to develop

•Trust/openness

•Decentralised activities, propensity to act

•Dealing with conflicts as they arise

•Leads to creation of projects

Where to we want to be?



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Future Dialogue Preferred and Probable

Purpose and objective•Through dialogue understand how my colleagues and I view the future.•At the end of the exercise we have shared, compared and defined what is probable and what is not, as well as what we feel is desired and what is not desired.

Page 101-102

The eye can only see what we have the ability to understand!

Future Dialogue – Preferred and Probable

DESIRABLE / PROBABLE UNDESIRABLE / PROBABLE

DESIRABLE / IMPROBABLE UNDESIRABLE / IMPROBABLE

TOOLSTOOLS


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Core MotivationPurpose

•To clarify the relationship between the team members’ personal and organizational motivations.

Objective•A shared understanding of what motivates the individual team members to bring their whole selves to work.

Page 71-74

Core MotivationI go to work each day at ……………………………………………………………………………………………….………………..because I want to:

From the book ”Get Connected” p. 71-74


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From PVA To ActionPurpose

•To find out more about yourself. What is important to you and what motivates you.

Objective•To deepen your understanding of the values that are important to you and the levels of consciousness you operate from.

Page 71-74


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Personal Values Assessment (PVA)

Self KnowledgeHelps you to think about what is important to you, what motivates you, and identify areas where you may want to develop further.

Self DevelopmentUse the exercises and prompts provided to gain a deeper understanding of how your values influence you and to begin to consider areas for future development.

FREE Self assessmenthttp://www.valuescentre.com/pva

http://www.valuescentre.com/pva

http://www.valuescentre.com/pva

The Seven Levels of Personal Consciousness

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

SERVICE TO HUMANITY/ PLANETCompassion, Humility, Future Generations.

MAKING A DIFFERENCE IN THE COMMUNITYActualising Meaning, Collaboration, Intuition, Mentoring,

Empathy

FINDING MEANING IN EXISTENCEIntegrity, Alignment, Authenticity, Creativity, Passion,

Honesty, Trust.

CONTINUOUS GROWTH AND DEVELOPMENTAdaptability, Continuous Improvement, Courage, Team

Player.

BUILDING A SENSE OF SELF WORTHPride in Self, Self-Reliant, Self-discipline, Positive Self Image.

Arrogance, Status, Power, Bullying, Rigidity, Glamour.

HARMONIOUS RELATIONSHIPSFamily, Friendship, Belonging, Open Communication, Ritual.Blame, Jealously, Judgment, Conflict, Discrimination, Gossip.

PHYSICAL SURVIVAL AND SAFETYHealth, Nutrition, Financial Stability, Self-Defense.

Violence, Greed, Corruption, Territorial.

Positive Focus/ Excessive Focus

Source: Barrett Values Centre ©


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Personal 4 Why´sPurpose

•To create mission and vision statements for the individual team members.•To clarify the relationship between the individual team members’ personal vision and mission and how that can contribute to society.

Objective•A shared understanding of the alignment between what motivates the individual team members and how they want to make difference in society and in the world.

Page 75-80


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Questions to explore Example

My Personal 4 Why’sInternal Vision External Vision

Internal Mission External Mission


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Manage Your EnergyPurpose

•To create better understanding of, and identify our current individual level of energy and encourage us to work on it.

Objective•Identify the areas I need to work on in order to improve my energy at work.•Have a picture of what you as a leader, and we as an organisation could do better manage the energy in our teams.

Page 97-102

Body__ I don’t regularly get at least seven to eight hours of sleep, and I often wake up feeling tired.

__ I frequently skip breakfast, or I settle for something that isn’t nutritious.

__ I don’t work out enough (meaning cardiovascular training at least three times a week and strength training at least once a week).

__ I don’t take regular breaks during the day to truly renew and recharge, or I often eat lunch at my desk, if I eat it at all.

Emotions__ I frequently find myself feeling irritable, impatient, or anxious at work, especially when work is demanding.

__ I don’t have enough time with my family and loved ones, and when I’m with them, I’m not always really with them.

__ I have too little time for the activities that I most deeply enjoy.

__ I don’t stop frequently enough to express my appreciation to others or to savor my accomplishments and blessings.

Are You Headed for an Energy Crisis?Please check the statements below that are true for you.

Mind__ I have difficulty focusing on one thing at a time, and I am easily distracted during the day, especially by e-mail.

__ I spend much of my day reacting to immediate crises and demands rather than focusing on activities with longer-term value and high leverage.

__ I don’t take enough time for reflection, strategizing, and creative thinking.

__ I work in the evenings or on weekends, and I almost never take an e-mail–free vacation.

Spirit__ I don’t spend enough time at work doing what I do best and enjoy most.

__ There are significant gaps between what I say is most important to me in my life and how I actually allocate my time and energy.

__ My decisions at work are more often influenced by external demands than by a strong, clear sense of my own purpose.

__ I don’t invest enough time and energy in making a positive difference to others or to the world.

How is your overall energy?Total number of statements checked: __

Guide to scores0–3: Excellent energy management skills

4–6: Reasonable energy management skills

7–10: Significant energy management deficits

11–16: A full-fledged energy management crisis

What do you need to work on?Number of checks in each category:

Body __

Mind __

Emotions __

Spirit __

Guide to category scores0: Excellent energy management skills

1: Strong energy management skills

2: Significant deficits

3: Poor energy management skills

4: A full-fledged energy crisis

Source: Tony Schwartz and Catherine McCarthy in HBR Oct. 2007 From the book ”Get Connected” p. 97-102


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From CVA to ActionObjective

•To share and discuss the outcomes of a values assessment within your team, and to deeper explore the meaning and getting an in depth understanding of the values that people choose in the assessment. Then to:

– Identify the key values and what they specifically mean– Describe the behaviours that do or would demonstrate the values– Celebrate what is right and examples of best practices that are already taking place– Agree causes and corrective actions of potentially limiting values– Distinguishing between quick win actions and a longer term direction of what the high performing

culture should look and feel like

Page 129-142


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Whole Human Systems

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

Structures and systemProducts, equipment etc

Bottom line results

LeadershipCo-workership

Personal maturity

Guiding valuesAttitudes that limit

Shared strategic vision

Source: K Wilber

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

Environment


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Fear and Distrust Block our Full Potential

1. bureaucracy (L)

2. caution (L)

3. customer collaboration

4. experience

5. short-term focus (L)

6. hierarchy (L)

7. internal competition (L)

8. results orientation9. customer satisfaction

10. cost-consciousness11. information hoarding (L)

1. honesty

2. respect

3. adaptability

4. humour/fun 5. co-operation

6. reliability

7. accountability

8. compassion

9. family

10. fairness

Personal Values Current Culture Values

Shared language for a Human Whole System

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Level of competenceBehaviour performance

Structures and systemProducts, equipment etc

Bottom line results

LeadershipCo-workership

Personal maturity

Guiding valuesAttitudes that limit

Shared strategic vision

Environment

DI

AL

O G U E

Personal Current Desired

A whole system approach calls for actions in all four dimensions at the same time

Source: K Wilber

CompanyEspousedValues

Review of Potentially Limiting Values - Description

Potentially Limiting Values

DefinitionHow do WE define this value?

CultureHow does it look like/appear in our daily work situations?

Preventive actionsWhat actions can we* take to take out this limiting value?

*) ME personally, WE as a group and the COMPANY/Management?

Caution

No risk taking

No stretch

Both a personal- and a team behavior

Lean organizational set up – not overspending regarding resources

Not stating how good we are or someone is – low profile.

If we are not 100% sure, we would not do it.

Too self critical, which hinders you from taking action.

Afraid of making mistakes.

Avoid conflicts.

Don’t dare to say what you see and think or feel.

We don’t always share the problems, so I don’t bring my problems to the team and vs.

If I bring up my problem I have to follow it up, so I don’t bring up.

Slow in taking action on decisions taken.

We don’t stretch our budgets – we want to make sure we can reach our targets.

(ME) Bring your problems to the team and use the team to solve them, and follow it up. Bring your possibilities and opportunities to the team as well.

(COMPANY) Our defined responsibilities is to too individual and not shared within the team. We need to define our shared team responsibilities by clear targets. Not only as a target as a sum of all sites.

(ME/WE) Every member of the team should feel responsible for the problem that are brought to the team.

(WE) Make our team profile more clear to our stakeholders.

(ME) Be more challenging (in our team and outside the team?)

(ME) Talk and share what we are good at more (proven by benchmarks) and be proud of it!!

(ME/COMPANY) Be prepared to take risks. Bring up specific situations regarding potential risks in the RMT.

EXAMPLEEXAMPLEEXAMPLEEXAMPLE

From the book ”Get Connected” p. 129-142

TOOLSTOOLS

OtherOther

Dealing with ChangeCombination of Direction of Energy and Orientation to the External World:

• Examine them against their internal perceptions (data or big picture). • If the change “fit” - move quickly to implement. • If don’t fit – dig their heels, unmoveable opponents.

• Are curious and seek information. • Assess with internal judgement (values and logical principles). • Move ahead only in their own time – after they have decided.

• Consult their network, talk to people, find out what everyone thinks. • If allow room for their creativity and action, they gather resources and

energize everyone to implement the changes.

• Apply their judgment (logic or values) out loud by questioning. • If questions answered, move quickly to plan, organise and implement

the change.

Source: Myers-Briggs Type Indicator®

IPIP

IJIJ

EPEP

EJEJ

DecisiveIntroverts

AdoptiveIntroverts

AdoptiveExtraverts

DecisiveExtraverts

Leadership Styles During Organizational ChangeThinking and Judging Styles ISTJ, INTJ, ESTJ, ENTJ

Organize and structure the work and people to achieve goals Make decisions quickly and the take action to implement them Take clear positions – people know where they stand Appear calm, confident and self-assured Are fair and consistent

Tend to exclude others from the decision-making process May decide too quickly, before gathering enough information, especially about

effects on people May move to action before others are ready Won’t bend the rules for anyone, even when exceptions may be needed May be so focused on task completion and goal achievement that they won’t let

go (picture a steamroller)

Thinking and Perceiving Styles ISTP, INTP, ESTP, ENTP

Use technical expertise, professional knowledge Have high standards of competence for themselves and others Use hands-off leadership, empower followers to act Seek out, analyze and organize vast amounts of information Are flexible and tolerant of diversity of work styles and ideas

Change direction quickly and often do not articulate the thinking behind their decisions

May put off decisions too long, hoping something will happen to resolve the situation

May not give others enough direction Can be oblivious to or dismissive of other’s different needs Tolerance changes to intolerance when they decide someone is incompetent

Feeling and Judging Styles ISFJ, INFJ, ESFJ, ENFJ

Are motivated by personal commitments or a vision based on their values and the group mission

Solicit information and ideas from others; include others in decision making Are loyal to people and organizational values Strive for consensus and harmony Are attuned and responsive to employee needs

Sometimes focus on relationships to the detriment of task completion Want to avoid tough decisions, seeing and giving bas news May avoid confronting difficult people, carry them along Need to be liked and appreciated; sometimes “play favorites”, make exceptions,

change rules Want to be included, can feel hurt and angry if excluded

Feeling and Perceiving Styles ISFP, INFP, ESFP, ENFP

Seek and gather lots of information Coach and encourage followers and colleagues, involve and energize others Support individual differences and styles, express appreciation Stay flexible, respond quickly to changing environments Are resourceful – know where to get information and help, feel comfortable

asking for it

May change direction to quickly that they seem inconsistent May not articulate the personal values that underlie their decisions and actions Sometimes put off making decisions, hope “it will emerge” Sometimes avoid tough decision or actions because they hate disappointing or

de-energizing others and prefer to be liked Resist structure, push against it and often do not appreciate others need for

structure

Strengths Potential Weakness

Source: Myers-Briggs Type Indicator

Stress Stress couldcould trig

ger your

trigger your

least preferred function

least preferred function

and and changechange your behaviour

your behaviour


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TEN MENTAL LAWS

CAUSE AND EFFECT Thought is the cause, event are the effect.

FREE WILL You are the only thinker in your mind.

FOCUS Whatever you focus your attention on grows.

SPONSORING THOUGHTS Your sponsoring thoughts determine your reality.

INDIVIDUALISM You have nothing to deal with but your thoughts.

CREATION Since you can’t stop thinking, you are always creating.

EMOTION You can’t have an emotion without having a thought first.

SUBSTITUTION You can only change your thinking by replacing old thought patterns with new ones.

MENTAL EQUIVALENTS Like attracts like.

MANIFESTATION Thoughts are things.

Source: Mental Technology – Barbara Berger

Documents

Dynamics of Change Leading People Through Organisational Change December 2015