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COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization

Building the Framework and

Leading Change

Quint Studer, Studer Group Founder

Evidence-Based LeadershipSM

Track

Monday, February 9, 2015

3:10pm – 3:55pm


Phases of Change:

Chapter 11

Mapping Your Organization’s

Journey


“People wish to be settled; but only as far as they are unsettled, is there any hope for them.”

—Ralph Waldo Emerson


Comfort

We can stay in the comfort range with

change if the change is gradual and predictable.


Even if the outcome will make things

better – there is still tension in achieving

the better.

Tension

Better

Comfort


Same to BetterPhases of Competency and Change Individual

Source: Abraham Maslow; 1940; “Four Stages for Learning Any New

Skill””; Gordon Training International by Noel Burch; 1970

Unconsciously

skilled

Consciously

skilled

Unconsciously

unskilled

Consciously

unskilled

Many people’s performance may

decline initially when moving to better.


Moving to Be Better

Paint a picture of what the desired outcome means

Capture the heart and mind

Explain the WhySame

Better


Moving to Be Better

To improve operational performance to achieve the why

Why

What

Same

Better


Moving to Be Better

Steps that need to be takenBarriers that will be facedTrigger points and actions to avoid

or minimize barriersHow the outcomes and progress

will be measuredCelebrate the wins/connect back to

the why

WhyWhatHow

Same

Better


Same

Worse

Why Change? If we don’t change, here

is what the future will look like

Consequences


Same

Worse

To Improve Operational Performance

What


Same

Worse

How

Steps we need to take Barriers faced Trigger points and actions

for success to avoid or minimize barriers

How outcomes and progress will be measured

Celebrate the wins/connect back to the why



Same

Better

Worse


Slide 15

Why: Ignite the flame of urgency

What: Develop a clear roadmap

How: Critical actions outlined

Conclusion


Phases of Change - Organization

PHASE 1: THE HONEYMOON

DESCRIPTION ACTIONS

Sense of excitement

Right “to do” list

Things will get better (hope)

Quick fixes are implemented

Skeptics

Layout Vision

Specific Outcomes

Standards

New Processes

Measurement

Connect to Why



PHASE 2: REALITY SETS IN

DESCRIPTION ACTIONS

We/they

Inconsistency

Bigger than I thought

This will impact me

Some are getting it

Some are not

Continue Measurement

Continue Training and

Development

Do Not Back Off

Re-Solidify Senior

Leadership

De-selection of Some

Leadership may be Needed

Connect to Why



PHASE 3: THE UNCOMFORTABLE GAP

DESCRIPTION ACTIONS

Outcomes flatten or

decrease

Process improvement

increases

Outliers become obvious

Performance gap is evident

Tougher decisions need to

be made

Training Becomes More

Specific and Individualized

Feedback Needs to be

Specific and Individualized

Low Tolerance for

Processes, Tools and

Techniques not being

Followed

Connect to Why

COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorizationSlide 19

Chuck YeagerSource: The Right Stuff Movie



PHASE 4: CONSISTENCY

DESCRIPTION ACTIONS

High performing results

Everyone understands the

keys to success

Disciplined people and

disciplined processes

Proactive leadership

Objective Goal Setting is

Way of Life

People-Driven Culture

Relook at Standards

Don’t Declare Victory

Connect to Why


“Culture outperforms

strategy every time; and

culture with strategy is

unbeatable.”

Quint Studer

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