Helen Black - Making Change Happen

7/27/2019 Helen Black - Making Change Happen

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Making change happen

Helen Black: The change Team


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When did you last try to change something?

Improvement always means change but change does not necessarilymean improvement

Only 15 30% of organisationsachieve the results they were lookingfor from their improvement activities

(Smith & Mouier 2008)


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What does it take to make change work?

Adapted from: Mark Eaton (2009) Why change


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What does it take to make change work?

Adapted from: Mark Eaton (2009) Why change program

Clear, sharedvision

Pressure forchange

Internalcapability

Agreedaction plan

SuccessfulImprovement+++ =

Clear, sharedvision

Internalcapability

Agreedaction plan

Bottom of in-tray++ =

Pressure forchange

Internalcapability

Agreedaction plan

Fast start thatfades++ =

Clear, sharedvision

Pressure forchange

Agreedaction plan

Anxiety &Frustration++ =

Clear, sharedvision

Pressure forchange

Internalcapability

Circles &Treadmills++ =


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Understanding your brain to make changehappen

Understanding how thebrain is wired to react tochange and whatmotivates it is essential

for effective change We have a biological

reaction to resist change


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Two brain systems operate at once Rational brain

Thinker longer term focus-reflective looks into the futu(cons spinning wheels, stuckanalysis paralysis)

Emotional brain Doer short term focus

programmed habit loyal(Cons wants to do the same tonly a short term focus)


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The rider, the elephant and the path

For anything to change someone has tostart acting differently Its new behaviour youre asking a

brain that runs on set program

Emotional brain is an elephant Rational brain is its rider The path is the situation or

environment(Source: Switch How to change when change is hard Chip & Dan Heath)


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Save the children - Vietnam

Jerry Sterinhelped reducemalnutrition inVietnam byfinding familieswho were copingwith theirsituation

He found thebright spots


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Which medicine should I have?


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Direct the rider (rational brain) Script the critical moves

Pick the few things that mushappen to make it work

Choice and ambiguity tires orational brain so we fall backhabit

Clarity resolves resistance

Big picture hands-off leadertends not to work in a changsituation because the hardestchange is in the detail

Work out the few (2 4)things that people need to knmake decisions and re-enforalways


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Motivate the elephant (emotional brain)

Find the feeling People need to understand why the

change is important to thempersonally (they need to believewhat you believe)

Negative emotions - for a quickspecific action Positive emotions for large

ambiguous change


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Shape the path (environment)

Tweak the environment

Makes their journey smootherthey dont need to think

Makes the right behaviour easieand the wrong behaviour harder

Leverages your change activitie


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Shape the path (environment)

Action triggers

Preloaded actions that use theenvironment as a trigger

Builds an immediate habit Action triggers increase the chance of

success Easy goals from 78% to 84% Hard goals from 22% to 62%

Source: Gollwitzer New York University


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Applying this to the change process

Your biology is naturally resistant to change soDirect the riderMotivate the elephantShape the path


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Resources Switch How to change things when

change is hard Chip and Dan Heath

Why change programs fail Mark Eaton

Conquering organisational change: How to

succeed where most companies fail Martin Smith and Pierre Mouier

The heart of change Kotter & Cohen

Documents

Helen Black - Making Change Happen