so you want to be a “change agent” be careful! · historic accident ratio study 1 10 30 600...

So You Want To Be A

Change AgentThen Be The Best

Change Agent You Can

Alan D. Quilley CRSP

Change!We like it…we don’t like it!

IT DEPENDS!

But It’s Not Really Optional!

Change Happens

Learning Objectives

At the end of the session the participants will be able to:1) Describe what a Change Agent Is2) Describe the features of effective and efficient Change Agents3) Describe a variety of Change Agent Strategies and Tactics4) Use the Stop- Start- Continue Process To Implement Change5) Describe Additional Resources to Assist in Their Being the Best

Change Agent They Can Be

If you decide to do this…you could start tomorrow!

6

What Is AChange Agent?

Change Agent Roles & Characteristics

• Catalyst

• Solution Giver

• Process Helper

• Resource Linker

Adapted From:Clinton, J. Robert. Bridging StrategiesHavelock, Ronald. The Change Agent's Guide to Innovation

Powerful Tools In Your Toolkit!

So You Want To Be a“Change Agent”

BE CAREFUL!

"It is better to be careful one hundred times, than to get killed once.”

Start With The End In Mind

• Creating Something New

• Desired State FIRST

• Lots of Time To Look At Current State

• What Should The NEW Future Look Like?

• Give It 3D Qualities (Great Detail)

• The Current State Will Become Less Important

Future State VisioningJ.M. Stewart “Future State Visioning”

Future

State

1-3 Years

Current

State

Gap

• Vision a near term Future State (1-3 years)

• Describe in detail the features of the Future

State

• Describe what you will be doing, thinking and

feeling in the Future State

• Describe your priorities

• Describe the Current State

• Give the Current State the same detail

• Describe the GAP between the Current State

and the Future State

• Develop plans to close the gap

Start With the

END

in Mind

Who Are Your Stakeholders?

StakeholdersStakeholders Can Be Defined As Those Who Have The:

• Power to Agree

• Power to Block

• Power to Implement

Perceptions, Realities & Motivators

Interests

NeedsWants

AspirationsFears

Process

FairEquitable

WiseStable

OutcomeBoundaries

LegalMoral

Financial

Examine Diagnose

TreatMonitor

Change Agent Process

Examine• Physical• Behaviours• Perception

Tools• Audits• Surveys• Site Visits• Interviews• Documents

Baseline

Needs-Wants-Aspirations-Fears

CausesInputs

• Physical• Behaviours• Perception

Effects & OutcomesOutputs

• Processes• Results

ChangesInputs

• Physical• Behaviours• Perception

DesiredEffects & Outcomes

Outputs• Processes• Results

ImplementPlans & Processes

This Is Where All YourHard Work Pays Off!

Decide - Announce- Defend

?

Decide

Announce

Defend

Polarize-Antagonize-Adversarial

Time

AVOID!

Consult-Decide-Announce-Implement

Time

Decide

Announce

Implement

Consult

Needs-Wants-Aspirations-Fears

Making It Work!

Decide

Announce

Implement

7 Times3 Different Ways

FairEquitable

WiseStable

Examine• Physical• Behaviours• Perception


Baseline VS Current

Change ManagementThrough

Leading Indicators• Physical• Behaviours• Perception


Let’s Pretend You CouldBuy One Of These…

World’s BestNever Fails - EVER

Safety Program

There would be resistance… Why?

World’s BestNever Fails - EVER

Safety Program

Sources of Conflict

• Content

• Relationship

• Process

Desire For Change…

Follows a Dissatisfaction With the Current State

Understand the WHY of Change

• People Don’t Tend To Solve Problems They Don’t Think They Have

• Offering Solutions To Unrealized Problems Seldom Works

• Strategy – Start With A Desired Future!

The Power of Habit

Cross your arms…

The Power of Habit

Cross your arms…now do it the other way

How Does That Make You Feel?

Change Categories

• What people think (Attitudes Beliefs)

• What people do (Behaviours)

• Physical things (Environment)

System MotivatorsFinancial

LegalMoral

ClaimsManagement

Fewer Losses Reduced Impact

Cost Avoidance

OH&SLoss

Control Management

IncentivesCompliance

Due DiligenceConfidence

Motivators

Financial•Add value

•Avoid disruption•Minimize Premiums

•Minimize Direct CostsLegal

•Ensure Compliance•Reduced Liability

•Due Diligence

Moral•Stakeholder/Customer Perception

•Public Confidence•Employees Valued

Formulate Recommendations

Whats & Hows

Recommendations

• Whats – What To Do

• Hows – How To Do the Whats

• Measurable / Reportable

• Hopefully Seen As

– Fair

– Equitable

– Wise

– Stable

Historic Accident Ratio Study

1

10

30

600

Behaviour

Serious/Major Injury

Minor Injury

Property Damage

No Visible Damage

1969 US Study - 297 companies, 21 different industrial groups, employing 1,750,000 employees - Frank Bird Jr.

Later Modified By Proctor & Gamble to add “behaviour”

Perception & Culture

What You Think & What You Value

Behaviour & Accountability

What You Do

What is Measured & Rewarded

Results Achieved

Claims - Lost Days

Injuries - Costs

Premiums

The “NEW”

Triangle

Leading Indicators Of SafetyObservations, Inspections,

Investigations, Interventions

© Copyright Safety Results Ltd. 2005

Integrated Safety Management System

Company CultureMission, Vision & Values – Commitment

of Time & Money

Safe BehaviourStandards, Practices

& Procedures

AccountabilityActivities, Measurements

& Rewards

Safe EnvironmentTools, Equipment, Materials, Environment

Encourage

Engage

Evolve

Evidence-Based

Tools

Challenge To Create

Safety Excellence

Stop__________________________________________________

__________________________________________________

__________________________________________________

Start__________________________________________________

__________________________________________________

__________________________________________________

Continue__________________________________________________

__________________________________________________

__________________________________________________

So What To Do Tomorrow?

Availablewww.safetyresults.cahttp://safetyresults.wordpress.com/

Honourable MentionGlobe & Mail's

Best Business Books of 2006

Thank You For Your Dedication

In Helping Make Workplaces

Healthy & Safe

Alan D. Quilley CRSP

Additional Reference Material

Gifted

Insightful

Evangelism

Knowledgeable

Strong convictions

Courageous

Impatience may lead to poor sense of timing

Analytical skills

Feisty nature

Catalyst

Change Agent Roles & Characteristics Reference: Clinton, J. Robert. Bridging Strategies, page 3-17

How catalysts can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications,

1973) ISBN # 0877780390

• Use a change process.

• See the situation from the established leadership's point of view.

• Develop indigenous leadership among the people he/she is serving; building common identity/purpose.

• Form alliances with others who can help bring about change.

• Cultivate a sense of timing. Waiting for the right moment and most opportune moments for change.

Paradigmatic thinking

Analytical

Ideas person

Able to synthesize ideas into a plan

Perspective

Writing skills

Solution Giver

Gifted

Words of wisdom

Words of knowledge

Teaching

Helps

Creative


How solution giver can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications, 1973)

ISBN # 0877780390

• Make a sincere effort to find out what people's needs are BEFORE you decide they need what you've got.

• Adapt your proposed changes to fit the situation, maximizing relevance and benefits to the client.

• Have more than one solution to offer.

• Help people implement and utilize the change.

• Try to make yourself more than a solution giver by becoming a resource linker.

Perspective

Encourager

Motivator

Good relational skills

Can work with adaptation and compromise

Conflict resolution skills

Networking skills

Process Helper

Gifted

Coaching

Leadership

Administration

Is patient with the process

Good sense of timing


How process helper can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications, 1973)

ISBN # 0877780390

• Show people how to identify their needs, diagnose problems, and set objectives.

• Show people how to acquire relevant resources.

• Show people how to select or create solutions.

• Show people how to adapt and install solutions.

• Show people how to evaluate solutions to determine if they are satisfying needs.

Needed throughout the process

Perceptive of needs

Has connections to resources: Material

Information

People

Knowledge

Resource Linker

Gifted

Teacher

Giving

Helps

Words of wisdom

Conversationalist


How resource linker can become more effectiveThe Change Agent's Guide to Innovation by Ronald Havelock (Englewood, NJ: Educational Technology Publications,

1973) ISBN # 0877780390

• Develop networks of resources.

• Grow in understanding of the client's needs.

• Help develop the communication link between client and resource sources.