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Change Itself is Changing Simon Terry @simongterry

Change Management Institute Keynote Change is Changing 111115 Simon Terry

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Page 1: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Change Itself is Changing

Simon Terry @simongterry

Page 2: Change Management Institute Keynote Change is Changing 111115 Simon Terry

You Missed A Meeting To Be Here

Page 3: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Meetings Don’t WorkSource: Verizon Meetings in America Whitepaper 1998< Psychology Today, Atlassian

Page 4: Change Management Institute Keynote Change is Changing 111115 Simon Terry

We are the System

Page 5: Change Management Institute Keynote Change is Changing 111115 Simon Terry

We Exclude Information

Page 6: Change Management Institute Keynote Change is Changing 111115 Simon Terry

We Treat People like Machines

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We Remove Autonomy

Page 8: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Process = Consistency = Value

Page 9: Change Management Institute Keynote Change is Changing 111115 Simon Terry

No Wonder We Are

• Disconnected• Disengaged• Disrupted• Depressed

Page 10: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Changing Ways to Connect

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Page 12: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Global Expertise GrowsSource: FIDE, Moses Naim “ The End of Power”

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They are betting against you

86.7bn

Source: US$ Global venture capital investment, EY 14Q4 Venture Capital Report

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Learning = Change = Value

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Mastering Change Happens Outside of MeetingsFive Phases of Mauro Porcini, Chief Design Officer, Pepsi

Meetings Outside

Source: Tom & David Kelley, Creative Confidence, https://hbr.org/2015/08/pepsicos-chief-design-officer-on-creating-an-organization-where-design-can-thrive

1 Denial

2 Hidden Rejection

3 Leap of Faith

4 Quest for Confidence

5 Holistic Awareness

Page 16: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Growing Mastery in Four DimensionsTransparency

MasteryEfficacy

Autonomy

Page 17: Change Management Institute Keynote Change is Changing 111115 Simon Terry

See: We Discover

“Mainly my job is to be on the outside and bring ideas into the company and forge change”

Yvon Chouinard – Founder of Patagonia

Source: Inc Magazine interview

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Enable: We Learn

“Personal responsibility is not only undervalued but actually discouraged by the standard classroom model, with its enforced passivity and rigid boundaries of curriculum and time. Denied the opportunity to make even the most basic decisions about how and what they will learn, students stop short of full commitment.”

Salman Khan – The One World Schoolhouse: Education Reimagined

Enable: We Learn

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Empower: We Choose

“For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.”

Akio Toyoda

Page 20: Change Management Institute Keynote Change is Changing 111115 Simon Terry

Execute: We Improve

Source: https://www.seroundtable.com/google-tests-daily-16039.html

“Any time you access Google, you probably are in a dozen or more experiments. “

Hal Varian, Google Chief Economist

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Four Mastery Practices to Scale Change

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Personal Knowledge MasterySource: Jarche.com/PKM

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Working Out Loud

Bryce Williams:

“Observable Work + Narrating Your Work”

John Stepper:

“Working Out Loud starts with making your work visible in such a way that it might help

others. When you do that – when you work in a more open, connected way – you can build a

purposeful network that makes you more effective and provides access to more

opportunities.”

Sources: http://thebryceswrite.com/2010/11/29/when-will-we-work-out-loud-soon/ http://johnstepper.com/2014/01/04/the-5-elements-of-working-out-

loud/http://simonterry.tumblr.com/post/63459935153/working-aloud-try-3-

tiny-habits

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Adaptive Leadership

“The Practice of mobilising people to tackle tough challenges and thrive”

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Experimentation

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Discover Purpose

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Ongoing Mastery

“But if learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behavior, identify the ways they often inadvertently contribute to the organization’s problems, and then change how they act. “

Chris Argyris – “Teaching Smart People How to Learn”, HBR

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Creating Ongoing Mastery of Change