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Change Facilitation Techniques. Shifting the Status Quo. KYLE B. STONE Colorado state university 970-488-0057 kbstone13@me.com. Workshop Agenda. Introductions Shifting the Status Quo Myths about change The Change Curve People Styles The Stuck Truck Exercise. Introductions. Name…...
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Change Facilitation Techniques Shifting the Status Quo KYLE B. STONE Colorado state university 970-488-0057 kbstone13@me.com
Workshop Agenda • Introductions • Shifting the Status Quo • Myths about change • The Change Curve • People Styles • The Stuck Truck Exercise
Introductions Name…... Organization….. Lean Journey…..
Shifting the Status Quo – Culture • Culture....”the way we do things around here”... • “pattern of basic assumptions invented, discovered, or developed by employees in order to adopt to and share with new members as the correct way to perceive, think, and feel in relation to those problems” (Schein, 1992). • Defining beliefs, behaviors, and assumptions.... • Beliefs are a set of integrated values and expectations that provide a framework for shaping what employees believe to be true and false, relevant or irrelevant, good or bad about their work environment. These are very difficult to identify, describe, or see.
Shifting the Status Quo – Culture • The organizations culture is designed to protect or maintain the status-quo. Therefore, any attempt to change the culture must be presented in a manner that is conducive to the organizations success. • Articulate why the change is critical to success. • Define a process to assess the current culture, the desired culture, and the gap between the two. • Modify beliefs, behaviors, and assumptions of the current culture to be more supportive of change. • Build action plans that integrate multiple approaches to cultural change.
Shifting the Status Quo – Culture Lean Education Driving Forces Resisting Forces
The Change Curve • Uninformed Enthusiasm • Commitment Denial Commitment • Acceptance • Hopeful Adoption • Informed Cynicism Exploration Resistance • Anger, Checking Out Time The Change Curve (Gilley, 2001, p. 46)
Managing the Change Curve • Being able to anticipate resistance and how to overcome some of the issues will help reduce the amount of stress and frustration not only for the team but also you. “Looking around the corner” can help others feel a sense of control and ease them through the process of change. • The following slides outline a number of the typical “signs of change” and can aid in the management of the transitional from old behaviors to the development of new behaviors.
People Styles Improving ‘soft skills’ within teams helps when applying ‘hard skills’. We are all pretty predictable through our behaviors, patterns, and habits… Our goal is to understand our own “style” and be able to quickly identify others through their actions….
People Styles Assessment Take Assessment….
Less Analytical Driver R E S P O N S I V E N E S S A S S E R T I V E N E S S Less More Amiable Expressive More
Primary and Secondary Backup Styles Avoiding Autocratic Autocratic Avoiding Analytical driver R E S P O N S I V E N E S S A S S E R T I V E N E S S amiable expressive Acquiescing Attacking Attacking Acquiescing
Identifying Styles Indicators of Assertiveness Indicators of Responsiveness
Practice Identifying Styles Volunteers??? Share your 30 second elevator speech about you…”what do you do for work?” Try to identify style…confirm….??
People Styles Summary • Being a successful change agent requires the ability to anticipate, manage, and facilitate change. • Understanding your own style and being able to flex to others will build team cohesiveness. • A quick lesson at the beginning of a kaizen event can contribute to team-building. • Being able to quickly identify behaviors and actions of people through observations and connecting them to appropriate styles is conducive to the nature of kaizen.
References • Bolton, R., & Bolton, D. G. (2009). People styles at work-- and beyond making bad relationships good and good relationships better (2nd ed.). New York: American Management Association. • Gilley, J. W. (2001). The manager as change agent a practical guide for developing high-performance people and organizations. Cambridge, Mass.: Perseus. • Kippenberger, T. (1998). Planned change: Kurt Lewin’s legacy. The Antidote, 14, 10 - 12. • Patterson, J. L. (2003). Coming even cleaner about organizational change. Lanham, Md.: Scarecrow Press. • Stone, K.B. (2010). Kaizen Teams: Integrated HRD practices for successful team building. Advances in Developing Human Resources. 12 (1), 61-77.
