Cycle of Change

1. Cycle of Change “If we don’t all hang together, they will surely hang us all separately” Benjamin Franklin, July 3, 1776 Page 1 Original material developed by Dana Cahoon Analysis Tool

2. The Cycle of Change Learning where, how, and why these issues impact us as individuals is the first step in developing the attitudes, aptitudes, and behaviors needed to deal with the seemingly unstoppable cycle of change Change is inevitable Change is exponential Change is required or USPS will wither and die Page 2

3. Often We Don’t Recognize the Need to Change Until the Last Moment Performance We often do not recognize urgency to change until... Start with a Vision …we are in the “belly of the curve”, where change becomes doubly difficult Plan Develop Emerge Grow Mature Regenerate Page 3

4. Key Activities of Transformational Change: Today… 2010 Organizational Transition Reengineer Panacea Change Anti-Change Rational Change 1946 1968 1980 1990 2000+ Empower and enable people to make change happen Fundamental rethinking of the way activities get done and clean sheet redesign of associated processes Decisions are made by the people who do activities Breakthrough, quantum jumps in organizational performance Balanced measures to manage and drive continuous improvements All activities are performed at “best-of-class” level Member-centric (internal and external) We often do not recognize urgency to change until... 4

5. Transitional Imperatives: Lessons Learned Recognize the need for change Top-down and bottom-up commitment Thorough understanding of strategy Demonstrated leadership commitment “Quick wins” Single theme for change Continuous socialization of information Change Management competency Take time to educate and train Willingness to challenge Status Quo Involve those most affected early Progress stalls and lurches Progress is measured uniquely 5 Source: The Essentials of Major Change, Steven R. Rayner; Teaching the Elephant to Dance, James A. Belasco; Basic Principles of Change, Walter Sikes

6. Work-Teams Have Proven to be the Most Successful Tool in Making Change Happen Budget Committee Chairman Boating Class Nominating Committee Dinner Meetings Merit Marks Some jobs are too big for one person 6

7. Understanding Loss It’s not so hard losing you, it just so hard finding someone to take your place Tracy Nelson, “Living with the Animals” It isn’t the changes themselves that people resist. It’s the losses and endings that they experience. In effect, it’s transition itself that they are resisting. When change occurs something must end... ….Something new or different must begin... …And the period in between is one of new thinking, personal adjustments and serious attitudinal, behavioral changes Page 7

8. Recipe for Successful Cycle Transitioning • Strong Leadership mindset to change • Cleary articulated vision for the new organization • Well socialized and compelling logic for the need to change • Critical mass of Culture-Building work teams • Open, honest, and high-frequency communication campaign Awareness of and resolve to overcome resistance to change Value, develop, and grow members Empowerment, support and recognition for risk taking Commitment to avail the right work team resources Long-term commitment to building strong member relationships 8