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Leading & Influencing Change the Person Centred Way Debra Pittam
Thursday, 9 June 2016
L53, 1 Farrer Place, SYDNEY NSW 2000
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2016 Learning and Growing Together
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Project Management Institute (PMI) Sydney Chapter Meetup
JAN Joe, Product
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FEB Gina, Leading
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JUN Deb, Leading &
Influencing Change
2016 Learning & Growing Together
Project Management Institute (PMI) Sydney Chapter Meetup
Speaker’s Bio
Debra Pittam is a Registered Nurse and a Leadership Coach who has spent many years
influencing change in the health context currently as Coach to Health Leaders. She has also
directly influenced change as Nurse Consultant and as both a Program and Project Manager.
She has a broad understanding of large organizational culture, leadership, human behaviour and
the art of influencing without authority.
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Leading and Influencing Change
the Person Centred Way
Leadership
Influence
Vision
Direction & Strategy
Results
Learning and Growth
Engagement
Motivation
Creativity
Person Centredness
How We Influence
Respect
Integrity
Values
Wellbeing
Work With
Seek to Understand
http://memesvault.com/wp-content/uploads/Expectation-Vs-Reality-Quotes-08.jpg
Change! =
Lewin’s Three-Step Change Theory
Lippitt’s Phases of Change Theory
Rogers Phases of Planned Change
Rogers Diffusion of Innovation Theory
Prochaska and DiClemente’s Change Theory
Kegan and Lahey’s Immunity to Change
Alicia Kritsonis 2005
Gary Mitchell, 2012
Kegan and Lahey 2009
Change Theories
https://culcnitisunb.files.wordpress.com/2014/03/kurt-lewin-change-model-powerpoint-slide.jpg
Diffusion of Innovation Model http://cjni.net/journal/?p=1444
Unknown Source
A Story of Change
SCARF Model
David Rock
Immunity to Change
Kegan and Lahey
Social Neuroscience
“Much of the motivation driving social behaviour is governed by an overarching organising principle of minimising threat and maximising reward”.
“Several domains of social experience draw upon the same brain networks to maximise reward and minimise threat as the brain networks used for primary survival needs.”
David Rock, 2008
Survival Instinct: Approach – Avoid Response
Bad stimulus Threat
No reward Bad
feeling
Avoid Response
Good stimulus Minimal threat Maximum reward Good feeling Approach Response
The approach – avoid response can an impact:
Perception
Problem solving
Decision making
Stress management
Collaboration and
Motivation
The SCARF Model
The SCARF model provides “... a framework that captures the common factors that can activate a reward or threat response in social situations”.
SCARF
S Status
C Certainty
A Autonomy
R Relatedness
F Fairness
Status
C
A
R
F
Status
Relative importance to others – feeling better than another.
Pecking order. Seniority.
A potential or real reduction in status can result
in a threat response that has an impact on the same area of the brain that responds to physical pain.
Status
Status threat Being or feeling left out “Can I offer you some feedback?”
Status reward Learning and improving and attention being paid
to this by others Being better at something than you have been in
the past – beating your previous best Having your opinion sought
What can you do to minimise status threat and increase status reward in your role?
Status
Certainty
A
R
F
Certainty
The brain likes patterns and being able to predict what next.
Without prediction the brain needs to use more resources to work out what comes next.
Even a small amount of uncertainty can impact upon a persons attention.
Certainty
Certainty threat Significant change can generate uncertainty
Certainty reward Clear expectations
Plans
Breaking things down into small steps.
What can you do to minimise a certainty threat and increase certainty for people in your role?
Status
Certainty
Autonomy
R
F
Autonomy
Having control over environment and feeling as though there are choices
Opportunity to make decisions
Ability to influence outcomes.
Autonomy
Autonomy threat Being micromanaged. Feeling of having no choice.
Autonomy reward Involvement in visioning, goal setting, decision
making, planning. “this is what we have to do but lets look at how
we want to do it...”
http://gonzaloserrano.io/spotify-engineering-culture-notes/
How can you minimize threat around autonomy and help people feel they have autonomy?
Status
Certainty
Autonomy
Relatedness
F
Relatedness
Feeling of being ‘in’ or ‘out’ of a social group Safe human interactions important – opposite to
this is feeling lonely (threat response) Meeting someone unknown generates an
automatic social threat response Decision re friend or foe happens quickly Relatedness is closely linked to trust Relatedness is linked to engagement.
Relatedness
Relatedness threat When someone is perceived as a foe, capacity to
empathise drops Decision about people being friend or foe – ‘in’ or ‘out’
impacts on brain functioning Relatedness reward
Finding something in common / shared Social connections at work important Sharing personal stories and experiences important Being person Centred
What can you do to minimise a Relatedness threats and promote or foster relatedness?
Status
Certainty
Autonomy
Relatedness
Fairness
Fairness
Unfairness generates a strong threat response in people
Empathy response reduced for people perceived to be unfair
People are sometimes driven to fight and even die to right a perceived injustice
Fairness
Fairness threat Lack of clear ground rules, expectations or objectives People perceived to be treated differently
Fairness reward
Transparency: collaboration, inclusion, participation Clear expectations Teams identifying own values, rules and workloads
https://slaymyboredom.wordpress.com/tag/school-fairness-climb-tree/
What can you do to minimise a fairness threat and create a fair environment from the perspective of your role?
An Introduction to Immunity to Change
Misunderstanding the need for change/when the reason for the change is unclear
Fear of the unknown
Perceived lack of competence to do the job
Being connected to the old way of doing things
Low trust
Changes to routines
Exhaustion/saturation
Change in the status quo
Benefits and rewards of change are unclear
Typical Reasons for Resistance to Change Rick 2011
Change often requires a shift in mindset not just behaviour (Scholl 2011)
Resistance does not always reflect opposition or inertia It can be related to a person’s unconscious desire to maintain things the way they are
Or their competing commitments
This competing commitments can apply to both individuals and groups.
Assumptions are key
(Kegan and Lahey)
The Real Reason People Won’t Change
Something that is true or certain without proof
“…we make assumptions to fulfill our need to know… Miguel Ruiz
“Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won't come in.” Isaac Asimov
Assumptions
What change is required of you that you are resisting or not buying into?
What is it that you doing or not doing that is stopping you?
How are you benefitting from staying where you are?
What are you competing commitments or worries around this?
What big assumption are you making about this?
Kegan and Lahey’s Immunity to Change Approach
What are you going to test?
How can you test it? What information do you need?
Who can help you?
How will the information you collect help you to prove or disprove your assumption?
Is it safe to do the test?
How can you make sure our test doesn’t actually reinforce your assumption?
Testing Assumptions
Immunity to Change & the SCARF Model
Increased self awareness.
An increased awareness of impact of own actions on others in group situations & with individuals
Planning interactions with people with the intention of trying to minimise social threats
Understanding of the kinds of things people might find internally rewarding and that will assist them to engage and think
Understanding of why people can be reluctant to embrace and implement change and how you can help.
What?
So What?
Now What?
Reflection
Kegan, R., & Lahey, L. L. (2001). The real reason people won’t change. Harvard Business Review, November, 2-10.
Keegan, R., & Lahey, L. L. (2009). Immunity to change: How to overcome it and unlock the potential in yourself and your organisation. Boston: Harvard Business Review Press.
Kritsonis, A. (2005) Comparisom of Change Theories. Retrieved from http://qiroadmap.org/?wpfb_dl=12
Mitchell, G. (2012). Selecting the best theory to implement planned change. Retrieved from http://www.researchgate.net/profile/Gary_Mitchell2/publication/236936737_Selecting_the_best_theory_to_implement_planned_change/links/00b4951b19c9bf269f000000.pd
Rick, T. (2011). Top 12 reasons why people resist change. Retrieved from http://www.torbenrick.eu/blog/change-management/12-reasons-why-people-resist-change/
Rock, D. SCARF: a brain based model for collaborating and influecing others. http://www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf. Accessed 25th May 2016
Scholl, J. (2011). How to overcome immunity to change. Retrieved from http://experiencelife.com/article/how-to-overcome-immunity- to-change/
References
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Personcentredleadership.com.au
Twitter @debrapittam
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