Transcript Presentation IPI Conference 2015

A Formula for Implementing Change and Understanding
How to Exercise Your Organization to Stellar Performance
Mark D. Napier CAPP
Associate Director
University of Arizona
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Introduction
• Welcome
• About me
• Explore a Change Management Formula
• Change Management is a process… not a memo
• Change Management is hard, but can be done
• Change Management and Performance Improvement…
they are linked!
• Applying an athletic principle to performance
improvement
Can You Really Affect Change?
• Class poll..
• Do you think you can affect organizational change?
Are You Good at Managing Change?
• Class poll
• Are you skilled at directing organizational change?
Why is Change so Hard?
• Natural resistance to change
• Fear
• Lack of management commitment
• Lack of management skill in affecting change
• No buy in
• Policy and practice get in the way (RIGID)
• We do not care to engage a process of change
management…. Too much work! Really!
Change Management Formula
• Simple and easy to use
• Based on individual and organizational psychology
• Works for both organizations and individuals
• High success rate if properly used
• Requires commitment of the Change Agent
• Resistance is normal… don’t cave into it!
• If you cave you are reinforcing a behavior
The Formula
Dx
2
V
xF>R
What!!! I thought you said this was simple!!
But I failed High School Algebra!
Is it too late to ask IPI for a refund?
The Formula
D x V2 x F > R
• Let’s break it down… it is simple
• D = Dissatisfaction
• Change will not occur if we are not dissatisfied with where we are (why change?)
• V2 = Viable Vision
• We have to believe the change state is viable and we have to be inspired by it (vision)
• F = First Steps
• We have to know how to navigate to the change state (road map)
• R = Resistance
• The D, V2 and F must be greater than the degree of resistance to the change
The Formula
D x V2 x F > R
• D = Dissatisfaction
• Why change?
• Healthy Dissatisfaction with current state
• Avoid negative dissatisfaction
• Punishing the status quo
• Grass is greener
• Develop desire to change
• Beware of chronic dissatisfaction -v- real dissatisfaction
• Leadership is about manipulation…. Good gravy… what did he say!!
• “You are right this is no good, we can do better. What should we do?”
The Formula
D x V2 x F > R
• V2 = Viable Vision
• Important two elements here
• Must believe that the change state is realistic
• Must be inspired by the change state
• Note… all great things accomplished in human history are the result of vision
o I have a dream…
o In ten years we will put a man on the moon…
o Four score and seven years ago…
• Athletic performance
Personal Opinion: Mission Statements are a waste of paper. Vision is more
powerful than mission or values!
The Formula
D x V2 x F > R
• F = First Steps
• We must know how to navigate to the change state
• Hello… first the leader needs to know how to get there
• Road map
• Handholding
• Understandable
• Encouragement… may still be some fear/resistance
• Current condition is bad, change is good… how do we get there!
The Formula
D x V2 x F > R
• R = Resistance
• There is almost NEVER no resistance to change
• It can vary widely in intensity
• True intensity of resistance may not be obvious
• You should assess the strength of resistance
• Try to determine where the bulk of resistance is located within the formula
• Is there an Anti-Change Agent afoot?
• Not dissatisfied (despite outward appearances)
• Change not viable or inspiring (you are not selling it!)
• Don’t know how to get there (just show me the way)
The Formula
• Why a math formula?
• Values
• D, V2 and F: range 0 to 10
• R: range 0 to 100
• Multiplication?
• This is important!
D x V2 x F > R
The Formula
2
V
Dx
xF>R
5 x 5 x 5 > 90
Do we win?
The Formula
2
V
Dx
xF>R
8 x 0 x 7 > 50
Do we win?
Change Management
• Commit yourself to the formula
• Remember the math
• It is about winning! (not committed to winning?)
• The Formula works!
• Works for organizational change and individual change
• If change is not happening determine what is missing
(D, V2 or F)
• Formula may be used after the fact…
Personal Example
• Overweight and out of shape
• My formula (0 x 10 x 10 > 50)
• Had been a conditioned athlete
• Certified Personal Trainer
• Simply was not Dissatisfied
• I knew the key was D
• A Healthy D!
• Leads into our next segment
• My legs hurt!!
31 Half Marathons and Counting
Class Poll
Have you ever quit when trying to implement
change due to complaints from your people, even
though you believed that the change had been fully
bought into?
Exercising Your Organization
• SAID Principle of Exercise Physiology
• Specific Adaptation to Imposed Demand
• Is not change a form of exercise?
• If you run three miles a day at a 10 minute per mile
pace… you will NEVER run a half marathon… but what
you are doing will become easier
• Organizations find their stride
• So do bosses! (be honest)
Exercising Your Organization
• So you want to run a half marathon…
• You have to commit to running faster and farther
• Your legs are going to hurt
• You will sweat
• You will be outside your comfort zone
• Your lungs will feel like they are going to explode
• You will know this is a sign of healthy growth
Exercising Your Organization
• What do we do when the legs hurt, people are
breathing hard, people are sweating… we tend to
quit!
• Bosses are feeling it too… it is easier for us to quit too.
• What we perceive as a sign of failure or a reason to
stop organizationally, we would know as runners was
actually a healthy sign of growth.
Good
Workout dude!!
Exercising Your Organization
• If you only run what is comfortable, you will never grow
• Complaints of pain, fatigue are not reasons to quit… they
are evidence of growth
• You cannot run a marathon in a week
• Please no cardiac events!
• No death in the desert
• Realistic assessment of readiness for exercise
• Must be realistic, yet still push for growth
• Know that growth requires nurturing and nutrition to be
realized
Closing Thoughts
• Connection between Change Management and the
SAID Principle
• Application of the Formula
• Understanding how the organization may respond to increased demands (i.e.,
change)
• If everything is perfect you need neither
• Really… things are perfect?
• Change and increased demands are not always driven
by us… are you and your organization ready?
Questions/Comments