MLCP: The Business of TomorrowMODULE 1 – Dealing with Change

Desired Outcomes for this Module:

I will understand the different types of change, and explore how I have reacted in the past;

I will understand the nature of transformation, and how it impacts productivity;

I will explore managing transformation through all three change phases, and will understand the checklist for guiding that process.

About the Session Outcomes…

Why were the Session Outcomes written in the ‘first person’?- To ‘pin you down’ ?

When you read the Session Outcomes in the ‘first person’, (especially if you do it out loud), it helps you to materialize them as ‘Self-Fulfilling Prophesies’

- An ‘Accelerated Learning’ Principle

On Change- Three Quotable Quotes

Isaac Asimov1920 - 1992

Scientist, visionary, and prolific writer

“The only constant is change - continuing change, inevitable change.

That is the dominant force in our world today.”

“If you always doWhat you’ve always done,

You’ll always get

What you always got”

Vance Packard1914 - 1996

Sociologist and acclaimed author

Albert Einstein

“No problem can be solved with the

1879 - 1955

Physicist and humanist

same consciousness that created it”

‘Dealing with Change’ : Core Material

Change and Transition

The Three Phases of Transformation

Transition and Performance

Managing Self & Others through the Process

Change and Transition

“Any significant alteration in the flow of an established pattern”

Three Types of Change:1. ‘Cyclical’ Change:

- Flow alters, but regains before-change pattern

2. ‘Structural’ Change:

‘Change’ Defined:

- Flow alters, and holds at a new level

3. ‘System Transformation’:- System changes radically

Change and Transition

Change: An ‘External’ Event:

Transformation is ‘Internal’:- A personal outcome in response

to change, generally signallingthe ending of old patterns.

Transition: The Passage Between:- The natural process of disorientation

and reorientation, marking the turning point in the path of growth.

- An identifiable occurrence that happens to us.

? ! * ! ?

Based on ‘Transitions - Making Sense of Life’s Changes’,

Second Edition - 2004ISBN-13 978-0-7382-0904-3

Da Capo Press

by William Bridges

Phase 1 Phase 3Phase 2

(Per W. Bridges)

The ‘Transformation’ Model

Time

100

0

% of OurFocus

The ‘Transformation’ Model

CHANGEEVENT = A challenge to see and

accept a new pattern

- Feelings of loss- Anger / fear / anxiety- Change-resistance

- A time of chaos and creativity- Mixed feelings of risk and opportunity

Characterized by:

All transformations begin with a change event

‘NEUTRAL ZONE’:

‘NEW BEGINNINGS’:- Pathway now clear, but still many challenges- Feelings of hope and optimism predominate.

‘ENDINGS’

Perf

orm

ance

Time

SATIR CHANGE MODEL

Impact of Transition on Performance

TRANSITION AND PERFORMANCE

1 - ‘Late Status Quo’:

Satir Change Model

- The ‘way things have been’.

“Foreign Element”:

2 - Resistance:

3 - Chaos:

“Transforming Idea”

- Change Event.

- “Threat analysis”

- Performance can drop in this transition phase.

- The ‘Awakening’; Morale & performance recover rapidly

4 - Integration:

5 - ‘New Status Quo:

- Focus is predominantly on new targets; performance gains available.

- There, but still unsure.

During 1 - ‘Late Status Quo’:Encourage people to seek improvement info and concepts from outside the group.

During 2 - ‘Resistance’:Help people to open up, become aware, and overcome the reaction to deny, avoid or blame.

During 3 - ‘Chaos’:Help build a safe environment enabling people to focus on their feelings, acknowledge their fear, and use their support systems. Help mgmt avoid any attempt to short circuit this stage with ‘magical solutions’.

During 4 - ‘Integration’:Offer reassurance and help finding new ways of coping with difficulties.

During 5 - ‘New Status Quo’:Help people feel safe so they can practice.

Satir Change Model

TRANSITION AND PERFORMANCE

Based on‘The Satir Change Model’

byVirginia Satir et al

Science & Behavior BooksISBN 0-8314-0078-1

Lots of communication;

Sympathetically acknow- ledge the losses;

Sell the PROBLEM - not the solution;

Define what’s over - AND WHAT ISN’T

Mark the ‘endings’

Continually check in;

Find other change agents.

Tap into Creativity;Focus on the Vision;Ideation; Synergy.

Build Temporary System;Create interim bridge;Emphasize ‘Interim’.

Start to Sell the Solution;Safe to now focus on benefits and advantages of new system.

Facilitate Problem-Solving.Engage all in finding solutions;Manage discussions to avoid backsliding.

Keep Communicating!;

Point to the Plan (but maintain flexibility);

Beach-head succes; build ‘success-ively’

Symbolize new identity / Situation

Celebrate Success.

Trouble-shoot to re-rail; Problem-solve recurrences

WORKSHOPS

WORKSHOPSFor in-session workshops, we’ll use a sequence called

‘FAST CYCLE – FULL PARTICIPATION’It’s a structured technique that enables ideas to be generated, problems to be solved, and decisions to be reached….….faster, more accurately, and with a greater level of acceptance than is normally possible using more traditional methods.

Promotes ownership and commitment through involvement;

Taps their collective knowledge, experience, and creativity;

Provides the structure to ‘stay on track’;

Gets the job done quicker and more effectively;

Is a highly effective learningand team-building medium.

Actively engages everyone in the process;

TogetherEveryoneAchievesMore

Facilitator ‘Primes the Pump’ with an opening

review of subject

Participants complete individual assignment

on the subject

Sub-teams brainstorm, consensus-reach, and

prepare summaries

Sub-team speakers report back to main

groupCONTRIBUTED BY

For a full text version, visit the MLCP

Supplemental Materials Website

As your FC-FP ‘Individual Assignment’ please enter at least one example of each of the three change types from your personal change experience.

Take ten (10) minutes to do this. Mentally revisit the examples you cite in preparation for sub-team discussion.

Use the reverse side of the sheet if you require more note-space.

In FC-FP sub-teams, prepare accumulated lists of feelings and intensities experienced for each of the change types.

Then for each change type in turn, rank-order the most predictable feelings people are likely to experience in each of the change phases.

Prepare a flip-chart summary and elect a spokesperson.

Your sub-team has thirty (30) minutes to complete this.

Working either individually or in conjunction with a ‘Study Buddy’, complete Workshop #2, using the Core Material information & checklists to guide you.

Please complete ‘Managing Transformation’ before the Module 2 session date.