maswcd leading changeunderstand change better –better understand your context, your preferences,...

© 2012 Regents of the University of Minnesota. All rights reserved.

Leading Change

Lisa Hinz & Toby Spanier

Extension Educators

Leadership & Civic Engagement

September 6, 2012

MASWCD

Welcome to…


OUR AGENDA Understand Change Better

– Better understand your context, your preferences, your brain, and leading – and others’ too!

Learn Tools and Strategies to Lead Change

– Practice techniques to lead change better


WORKING AGREEMENTS

Everyone is encouraged to participate

One person talks at a time

Ask questions to clarify ideas

Honor information shared in confidence

Be honest and respectful

Cell phones off or on “vibrate”, if you

have them

Help keep us “on time”


QUICK REFLECTION

Think of a time when someone required

you to change:

– How did you react? Feel about it?

Think of a time when you chose to make

a change:

– How did you react? Feel about it?


We hate change and love

it at the same time.

What we really want is

for things to remain the

same, but get better.


Change is good as long

as I can keep on doing

what I’ve been doing.


Most people don’t resist

change – they resist

being changed.

– Peter Senge, MIT


“The art of progress is to preserve

order amid change and to preserve

change amid order.” -- Alfred North Whitehead

British Mathematician and Philosopher, 1861-1947


ACTIVITY: CONTEXT FOR CHANGE Purpose: Create connections to the context

for change and to each other.

Follow these steps:

1. Take one sheet of paper from the flipchart stand

2. Put your name at the top of the sheet

3. Divide the sheet into 4 quadrants (boxes)

4. Number the boxes 1-4. Starting with #1 upper

left box, #2 upper right, #3 lower left and #4 lower

right


PAIR SHARE 1. Pair up with one other person in the room

and interview that person on the first

question.

2. Write your interviewee’s response in the

top left box of their flipchart sheet.

3. When you hear the whistle, it’s time to

switch roles.

4. Stay together until you hear the bell,

then move to a new partner.


FIRST PAIR SHARE

Question 1:

In your SWCD work, what are some

experiences with change you have had?


SECOND PAIR SHARE

Question 2:

In SWCD work, what changes do you

anticipate in the next 5 years?


THIRD PAIR SHARE

Question 3:

What barriers and/or challenges to change

are present in SWCDs?


FOURTH PAIR SHARE

Question 4:

What strengths and/or opportunities exist

to deal with change in SWCDs?


ANALYSIS

Refer to Change Context Themes

Worksheet

In teams

– Review and sort responses to your

assigned question. Divide team into sub

teams to analysis flipcharts efficiently.

– Identify themes.

Complete and hand-in one copy of the

worksheet


THEMES – EXPERIENCES OF CHANGE

1. Accountability

2. Staffing and Technology

3. Priorities due to land use, environment,

and program changes

4. Funding Sources

5. Partnering

Named by

workshop

participants


THEMES – ANTICIPATED CHANGES 1. Funding changes

2. Need to share/consolidate/partner

3. New programs/responsibilities/

accountability (loss of identity)

4. Changing staff – new

5. Change in clientele/urbanization Named by

workshop

participants


THEMES – BARRIERS/CHALLENGES 1. Funding

2. Resistance to change – staff, landowners

& supervisors. District capacity varies

statewide

3. Regulations & local political

4. Personnel changes/tunnel vision

5. Commodity prices – farmers change

practices Named by

workshop

participants


THEMES – STRENGTHS/OPPORTUNITIES

1. Partnerships

2. Public Awareness/attitude/reputation

3. Funding sources

4. Leadership of Board (Capacity)

5. Trained & Knowledge staff/technology

Named by

workshop

participants


REFLECTION AT YOUR TABLE

What effect will these themes have on our

work in SWCDs?

What do we need to do to enable our

organizations to respond to these themes?


LEADING CHANGE

“First we frame; then we solve.

First we lead; then we manage.”

- Bob Terry


LEADING CHANGE

Focus on Leadership:

Meaning

Mission

Power

Ask:

What’s really really going

on?

What are we going to do

about it?


LEADING CHANGE

Technical

Problems

Adaptive

Challenges

applying known

solutions to

problems

new, creative

solutions

developed by those

with the problem


LEADING CHANGE Use these concepts to frame issues.

Ask:

– What parts of this issue need technical

solutions?

– What parts need adaptive solutions, ones

that we need to create to meet this need?

Practice now: Consider an issue from your life & ask these questions.


WAYS WE REACT TO CHANGE


REACTING TO CHANGE… Proactive Reactive

• Opportunity

• Plan For

• Integrate

• Embrace

• Thrive

• Respond

• Adapt

• Adjust

• Conform

• Survive

Source: Sharon Danes, 1999, Change: Loss, Opportunity, and Resilience


REACTING TO CHANGE….

Proactive Reactive



REACTING TO CHANGE…

Proactive Reactive

Change as Change as

Opportunity Loss



REACTING TO CHANGE…

Proactive Reactive

Change as Change as

Opportunity Loss


Factors Affecting Factors Affecting

Response to Change Response to Change

How much

How many

How fast

How much control

How much involvement

How viewed


ADOPTING CHANGE

New

Idea

Acceptance

Time

Fully

accepted

Start

Innovators: 2-5%

Early Adopters: 12-15%

Early Majority: 34%

Late Majority: 34%

Traditionalist:

12-16%

WHAT’S YOUR CHANGE PREFERENCE?

1. Circle the letter or number that most

corresponds to your preference for each

listed statement.

2. Total each of the letters and numbers you

have circled and add them to the column

indicated.

3. Plot your scores on the appropriate

gridlines.

Challenger

Questioner Maintainer

Improver

CHANGE PREFERENCE PROFILE

A’s + B’s C’s + D’s

1’s + 2’s

3’s + 4’s


CHANGE PREFERENCE PROFILE: DESCRIPTIONS

The “Maintainer”

The “Challenger”

The “Questioner”

The “Improver”

THE MAINTAINER

Tends to show very little emotion

Factual data are important

Objective in nature

Task oriented

Likes to deal in concrete terms

Likes things as they are

Values hard work

Respects authority

Security oriented

Formal

Loyal

Rules and procedures oriented

What, if anything, sounds like you?

Like someone you know?

THE CHALLENGER Likes new things

Feeling oriented

Values independence

Expects participation

Pursues personal goals first

Questions rules and responsibilities

Loyal to self

Seeks change

Informal with interactions

Flexible

Idea oriented

Does not do best work within structure



THE QUESTIONER Likes new systems or

technical things

Wants intense experiences

Tends to be pessimistic

Seeks knowledgeable authorities

Skeptical

Tends to be

conservative

Respects directness

Accepts change if

systematic

Likes tight deadlines

Loves gadgets



THE IMPROVER Likes different things

Task and feeling oriented

Desires admiration

Direct in communication

Enthusiastic

Energetic attitude

Assertive

Quick to act

Wants to improve things

Troubleshooter

Needs praise

Needs social outlets

Can see both sides of an issue




IMPORTANT NOTES Did your scored preference description fit

you?

– If not, which one seemed your best fit?

All types can be useful & effective

– no “good” or “bad” types

Goal:

Increase self-awareness and your appreciation of, respect for others


NEUROSCIENCE & CHANGE A.K.A. YOUR BRAIN ON CHANGE


NEUROSCIENCE & CHANGE A.K.A. YOUR BRAIN ON CHANGE

Emotional Mind • Feeling

• Pain and pleasure

• Energy

• Instinctive

…And short term, instant

gratification…


NEUROSCIENCE & CHANGE

Naturally Our Brains CLING TO THE OLD

Rational Mind • Logic

• Thinking

• Analysis

• Planning

…And over-analyze, over-think,

brainstorm without decision…


RATIONAL + EMOTIONAL NEEDED Rational without emotional =

understanding without motivation

Emotional without rational =

passion without direction



Neuroplasticity

= our brains

keep changing


ACTIVITY: YOUR BRAIN ON CHANGE

Think of a change you’ve made in your life:

What was the change?

Was there a rational part of it?

Emotional?

As you think about it now, what helped

make that change stick?



To Lead Change

Engage Everyone


FROM THIS MORNING Know…

your context

– What’s really really going on?

– Technical & Adaptive

how you can respond to change

you need to tap rational and emotional

This afternoon:

reasons for resistance

tools to try


LUNCH


REASONS FOR RESISTANCE


UNDERSTAND REASONS FOR RESISTANCE


THREAT TO ONE’S SELF-INTEREST


UNCERTAINTY


LACK OF CONFIDENCE THAT CHANGE WILL SUCCEED


LACK OF CONVICTION THAT CHANGE IS NECESSARY


DISTRUST OF LEADERSHIP


THREAT TO PERSONAL VALUES


FEAR OF BEING MANIPULATED


PRACTICE UNDERSTANDING RESISTANCE

1. C. Lack of conviction that change will

succeed

2. A. Threat to one’s self-interest

3. D. Lack of conviction that change is

necessary

4. B. Uncertainty

5. F. Threat of personal values


CHANGE RESISTANCE STORIES

With your neighbor share a story of when

you experienced a resistance to change.

What was the reason for the resistance?


4 Ps TO FOCUS CHANGE

Purpose - What do we want to accomplish?

People – Who needs to be involved?

Processes – What kinds of conversations

need to happen?

Planning – How do we go from here?


PURPOSE

What do you want to accomplish?

Committed groups - Unfocused Committed groups - Focused


PURPOSE

What do you want to accomplish?

Keep the end in mind

Focus on the intentions for the change

(not the goals, decisions, plans)

Be bold - may not have the answers when

start out, allow to emerge


VISIONING FUTURE SUCCESS Write down

your

thoughts on

your

handout


VISIONING FUTURE SUCCESS

At your table, share

your thoughts

What does success look like?


PEOPLE

Who needs to be involved?

Make a clear choice to engage

Get the right people involved

Bring the spirit of invitation


ORBITS OF PARTICIPATION

Observers Unsurprised apathetics

Uninformed


STAKEHOLDER MAPPING

CROWD CONTEXT SETTERS

SUBJECTS PLAYERS

High

INTEREST

Low

Low High POWER


THE FALLACY OF THE SILENT MAJORITY


PROCESSES

What conversations need to take

place?

Take the time needed

Pay attention to the flow

Keep it simple


Reference: www.iap2.org

PROCESSES


STRATEGIC QUESTIONING Seven Key Features:

1. Creates Motion

2. Creates Options

3. Avoids “Why”

4. Avoids “Yes” and “No”

Answers

5. Is Empowering

6. Asks the Unaskable

Questions

7. Is a Simple Sentence


STRATEGIC QUESTIONING ACTIVITY Table volunteers needed

Volunteer goes to another table and begins to

ask the table members the questions of his/her

choice. i.e. feeling or change questions.

Ask and answer the questions in the context of

the watershed approach.

When notified…consider applications for this tool

in your SWCD work. How might you use this

tool?

Table volunteers return to their original tables

and share what they heard.


PLANNING

10 Steps toward Successful Change

1. Create urgency

2. Form a powerful

coalition

3. Create a vision

4. Communicate the

vision

5. Build external

support

6. Provide resources

7. Remove obstacles

8. Find short-term

wins

9. Build on the

change

10.Anchor the change


LEADING FROM TODAY With a partner, talk about…

What skills and

knowledge from today can

you apply to the

challenges to change in

your SWCD work?

We will always exist in the midst of it.

It is our choice whether we will be its victim or its

architect. --Merikay McLeod


EVALUATION

Please let us know what you

think - please complete the

evaluation

AND

On side 2 under “comments”,

please write which you like better:

Daylong session OR

Overnight (i.e. noon one day to noon next day

And reasons for your preference


The University of Minnesota is an equal opportunity educator and employer. This PowerPoint is available in alternative formats

upon request. Direct requests to 612-625-8233.

Thank you for your interest, attention, and

participation!

Leading Change September 6, 2012

MASWCD workshop

maswcd leading changeunderstand change better –better understand your context, your preferences,...

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