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Collaborate Tools/Tips

Collaborate Tools/Tips. Not Hearing the Presentation? Run Audio Setup Wizard Move up volume bar (above Video) Check for muted speakers Avoid wireless if possible. Collaborate Tools/Tips. To participate, Please use Yes/No Hand Raise responses. Collaborate Tools/Tips.

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Collaborate Tools/Tips

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  1. Collaborate Tools/Tips • Not Hearing the Presentation? • Run Audio Setup Wizard • Move up volume bar (above Video) • Check for muted speakers • Avoid wireless if possible

  2. Collaborate Tools/Tips To participate, Please use Yes/No Hand Raise responses

  3. Collaborate Tools/Tips • Microphones are currently muted • Please use text chat for questions • Session is being recorded & will be emailed

  4. Todd Wilmore has a reputation for incisiveness in identifying needs and solutions for clients. His knowledge of people processes, facilitation, leadership, performance management, and change, come from years of study and consulting experience. His former clients include the Virginia Institute of Marine Science, U.S. Council of Better Business Bureaus, Internal Revenue Service, Defense Security Service, and many small businesses. • Graduate of The George Washington University with a Masters Degree in Education and Human Development. • 16 years teaching for Central Michigan and Saint Leo Universities • 24 year career with the Air Force. Todd presents at national educational conferences and professional ASTD conferences on topics ranging from storytelling to digital badges to gamification of learning. He recently published a downloadable handbook called Keys to How We Learn. Ten Perspectives on Learning

  5. Exploring the Principles of Change.

  6. “You think you understand the situation, but what you don’t understand is that the situation just changed”. Putnam Investments Ad

  7. Formulas

  8. 5 Keys To Change and Learning

  9. Hi! I’m Betty.

  10. 2 of 3 Change initiatives that failed to produce desired results out of 100’s of TQM programs studied* in 1990's. *Arthur D. Little and McKinsey & Co Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday.. 

  11. 70% Failure rate of reengineering change initiatives Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday.. 

  12. Half Number of 100 corporate-driven change efforts that failed during startup. Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday.. 

  13. 25% Employers who were able to sustain gains from their change management initiatives over the long term. The 2013 Towers Watson Change and Communication ROI Survey

  14. “You cannot expect to change strategies, structures, and systems with the same level of thinking that created them in the first place”. Peter Senge, Dance of Change Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday.. 

  15. Survey

  16. Which was your favorite childhood game? • Simon Says • Musical Chairs • Capture the Flag (King of the Mountain) . Adapted from a quiz by Perry Buffington

  17. Which of the following depict your problem-solving style? • Ready, aim, aim, aim… • Fire, aim, and then ready • Ready, aim, blast off, don’t look back, let the wounded fall where they may Adapted from a quiz by Perry Buffington

  18. You’re driven by: • A sensible car (maybe a mini-van) • Someone else • Your ego Adapted from a quiz by Perry Buffington

  19. Which of the following most accurately expresses your philosophy? • If it’s broke, someone else will fix it • If it’s broke, unfortunately I’ll have to fix it • Even if it’s not broke, change it anyway  Adapted from a quiz by Perry Buffington

  20. Which is your favorite amusement park attraction? • The food • The carousel (merry-go-round) • The roller coaster Adapted from a quiz by Perry Buffington

  21. Who is a leader? • My current boss/big client (whoever pays my bills) • One who’s mastered all 7 habits of highly effective people • One whom people follow  Adapted from a quiz by Perry Buffington

  22. Give yourself : 1 point for each “A” 2 points for each “B” 3 points for each “C”.

  23. 0-8: The Tuber. Beware. The tidal wave of change will either push you along or drown you. Adapted from a quiz by Perry Buffington

  24. 9-14: The Surfer. You may believe in meetings and administration. That’s okay, but only if you want to be known as a "corporate" type who rides the waves of change. Adapted from a quiz by Perry Buffington

  25. 15-18: The Tsunami. A commander, guide, pilot -- no matter how you say it, it spells leader, and that’s you. You cause tremors that create the waves of change. Adapted from a quiz by Perry Buffington

  26. Isn’t there an easy way to look at change?

  27. Inspired by a formula for change in a book by Richard Beckhard & Reuben Harris and attributed to David Gleicher as the original source. • Beckhard R. and Harris R.T. (1987). Organizational transitions: • Managing complex change. Addison-Wesley, Reading, MA.

  28. Derived from: Beckhard R. and Harris R.T. (1987). Organizational transitions: Managing complex change Addison-Wesley, Reading, MA. C=DVF>R

  29. (C) Change "Image courtesy of Naypong@FreeDigitalPhotos.net”

  30. (D) Dissatisfaction

  31. (V) Vision

  32. We’ve got to do this. Get excited! Tell The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

  33. Tell Sell I’ve got the answer. Let me try to get your buy in. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

  34. Tell   Sell Consult What vision do you suggest? The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

  35. Let’s co-create our individual and collective future. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

  36. Let’s co-create our individual and collective future. Set direction and learn Group Leadership

  37. (F) First steps

  38. (F) Future steps

  39. (R) Resistance

  40. (R) Resisters

  41. Change Exercise Think of a recent situation where some kind of change was instituted in your personal life or workplace.

  42. Was the change resisted?

  43. Why is change so often resisted?

  44. Looking back, what might have made the change easier for people to buy into?

  45. Strategies

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