consumer engagement executing transformational change · change project to another ... talent...

CONSUMER ENGAGEMENT

Executing

Transformational Change

Christopher Matlock, MA

Senior Director

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Road Map

©2015 The Advisory Board Company • advisory.com

Crafting a Vision for Change

Models of Change

Leading to Learn

Communicating for Maximum Impact


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Road Map



Models of Change

Leading to Learn



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Theories of Change Management

z z Establish a sense

of urgency

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z z z

Form a Powerful

Guiding Coalition

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Kotter’s Eight Steps to Change

Develop a Vision

and Strategy

Communicate the

Vision

Remove Obstacles

and Empower

Action

Plan and Create

Short term wins

Consolidate

Gains Anchor in the

Culture


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Summary Slide and Notes

Kotter’s 8 Steps to Change – Pros and Cons

• Pros

– Focuses on the buy-in of employees as the focus of success

– The model delineates clear steps for the process

– Fits well into traditional hierarchies

– Widely regarded within organizational change landscape

• Cons

– The model is mostly top down, with limited opportunities for co-creation

or other forms of feedback and participation

– Can at times make affected employees feel as thought their individual

experience is not taken into consideration


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Bridges Transition Model

End of what used to be

Openly acknowledge the

loss

Mark the ending and

continuously repeat what

is changing and why

People feel

disconnected and

disoriented

Increase in anxiety

Key is to recognize the

neutral zone and plan

for it

Gain acceptance of the

purpose

Communicate a picture

of how the new

organization will look

What changes are in

store

Ending Neutral Zone New Beginning

Change – Situational in nature, focused on the organization’s or process shift

Transition – Psychological in nature, focused on people accepting the details

of what’s happening


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Bridge’s Transition Model – Pros and Cons

• Pros

– Incredibly useful to understand the psychological challenges

to change

• Cons

– It does not substitute for other, more tactical change models


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2.5%

Innovators

13.5%

Early

Adopters

34%

Early

Majority

34%

Late

Majority

16%

Laggards

Roger’s Technology Adoption Curve Diffusion of Innovation


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Roger’s Technology Adoption Curve – Pros and Cons

• Pros

– Helps to create understanding for the various audiences for change

efforts

– Identify opinion makers and influencers

• Cons

– Individuals do not into just one category, they drift from one initiative or

change project to another

– The model’s segments are only accurate in hindsight, they are not

prescriptive


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Kubler-Ross 5 Stages The Change Curve

Denial

Avoidance

Confusion

Elation

Shock

Fear

Anger

Frustration

Irritation

Anxiety Depression

Overwhelmed

Helplessness

Hostility

Bargaining

Struggle to find Meaning

Reaching out to others

Telling One’s Story

Acceptance

Exploring Options

New Plans

Moving


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Kubler-Ross 5 Stages – Pros and Cons

• Pros

– Individual reaction to change is well captured

– Extremely helpful with planning for communication with affected groups

• Cons

– The model assumes that all changes will be taken poorly and posits a

worst case

– Not exclusively linear and individuals may progress and regress

– Difficult to identify the transition between the stages


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Shared

Values

Style

Structure

Strategy Systems

Staff Skills

McKinsey 7 S Model


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McKinsey 7 S Model – Pros and Cons

• Pros

– Easy to apply, combines hard and soft (rational and emotional)

elements

– Useful for assessing the impact of change through several lenses

• Cons

– Though helpful for guiding change, dependent on interrelated factors

requiring dynamic processing by managers

– Probably overly complex for small scale changes


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Lewin’s Model of Change

• Decrease the strength

of the old paradigm

• Introduce dis-

confirming data

• Facilitate training and

support sessions to

minimize resistance

to change

• Institutionalize and

Stabilize

• Normalize new paradigm

Unfreezing Change Re-freeze

Driving Force – Survival Anxiety

“I must change to achieve my goals”

Restraining Force – Learning Anxiety

“Change means a loss of my identity or self esteem’

Equation for Successful Change

Survival Anxiety > Learning Anxiety

Psychological Safety

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Road Map



Models of Change

Leading to Learn



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Leading to Learn


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Leading to Learn


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Overcoming a Natural Decline

As we grow older, we have less of the child’s irrepressible

drive to learn. But we’re still pretty good at learning when

we put our minds to it. On the other hand, groups and

organizations are almost hard-wired not to learn. Groups

tend to get extremely facile with current routines. This

creates a barrier to change, because the groups get really

good at what they do over and over, and know who does

what. This can create a powerful disincentive to change.

Amy Edmondson, PhD

Harvard Business School


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Guidelines for Creating a Learning Team

1. Design your team to learn - Choose the best possible individuals and don’t

assume that any member can be interchanged with another simply because

they have the same responsibilities or credentials. Recognize that different

people have different strengths, and use them to your advantage.

2. Frame the learning experience as a challenge for the entire team -

Acknowledge that the new procedure may be difficult and cause frustration for

everyone. Emphasize the importance of each individual’s contribution in

achieving success. Team leaders should also serve as a model, acknowledging

their own frustrations and mistakes.

3. Foster an environment supportive of team member suggestions - Teams

may run into a greater number of dead ends than individuals as they attempt to

implement something new. All teams tended to emphasize the importance of

experimentation for finding fast and efficient methods of working. In order for

that to fully occur, team members must function in an environment where back-

and-forth discussion is encouraged and they are not made to feel embarrassed

or fearful of speaking out.

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Models of Change

Leading to Learn



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Radio Shack Delivers Electronic Pink Slips

Sources: Repps H, “RadioShack Employees Get Pink Slips Via

Email,” St. Louis Post-Dispatch, September 10, 2006.

Right Intent, Wrong Delivery


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Dean Campaign Sunk by Iowa Scream

Source: Verne G, “Dean’s Theatrics Draw Mixed Reviews,” Seattle

Times, January 21, 2004.

The “Dean Scream”


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Dean Campaign Sunk by Iowa Scream

Source: Verne G, “Dean’s Theatrics Draw Mixed Reviews,” Seattle

Times, January 21, 2004.

The “Dean Scream”


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Multiple Factors Affecting a Leader’s Message

Source: Talent Development research and analysis.

Challenges of Leadership Communication


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Mode Selection a Cautionary Tale

Source: Kruger E, “Egocentrism Over Email,” Pease A, Pease B, The

Definitive Book of Body Language, New York: Bantam Books, 2006.

Eeny Meeny Miny Mode


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Mode Selection a Cautionary Tale

Source: Kruger E, “Egocentrism Over Email,” Pease A, Pease B, The

Definitive Book of Body Language, New York: Bantam Books, 2006.

Eeny Meeny Miny Mode


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Preferences Color Outbound, Inbound Communication

Source: Talent Development research and analysis

Multiple Distortions in Each Interaction


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Wide Variation in Effective Approach


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1) Jot down a few

notes while

watching each

pitch.

3) Rank each pitch,

from 1, most

convincing, to 4,

least convincing.

2) Mark each pitch

on the scale from

“not at all

persuasive” to

“persuasive.”


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Which Appeal Resonates with You?




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Individual Preferences Shape Processing Style


Recognizing Archetypal Preferences


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Identifying Communication Imperatives


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The Fact Finder


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The Architect


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The Strategist


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The Diplomat


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Situation Trumps Innate Preferences

Dr. Winston’s Ingrained Tendency Overcome by Immediate Demands


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Match to Stakeholder Preference


Craft Strongest Possible Approach


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Active Listening Enables Confirmation

Source: Heath C, Heath D, Made to Stick, New York: Random

House, 2007; Talent Development research and analysis.

Guiding Your Message to Moving Targets

consumer engagement executing transformational change · change project to another ... talent...

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