(or, “I don’t mind change, as long as things stay the same!”)

1. Making Change: Changing How We Think About Change (or, “I don’t mind change, as long as things stay the same!”) Dave Olson University of North Carolina School of the Arts May 30, 2014

2. Being Bold, Embracing Change (c) David L. Olson (2014)

3. What is change? • “To become different” • “To make (someone or something) different” • “To become something else” Merriam Webster.com (In other words, a condition that is not the same as it is now) (c) David L. Olson (2014)

4. So why change? • To improve your condition/situation • Response to changes in the environment • Reactive • Anticipating changes in the environment • Proactive (c) David L. Olson (2014)

5. So, what types of change are we talking about? • Individual change • Organizational change • Teams/groups • Departments • Entire organizations • Industry change • Societal change (c) David L. Olson (2014)

6. Individual So where can learning occur? • Group/Team/Department • Organization • Industry • Society (other industries, legal/governmental, social and demographic, technological) Note that all change must first occur at the individual level, and that change at any level affects the levels within it (c) David L. Olson (2014)

7. Possible reasons for change – internal forces • Individual level • Turnover- an employee joins or leaves the organization • Leaves of absence • Organizational level • New leadership • Reorganizations • Programming: addition or discontinuation of programs • Ineffective organizational structure • New processes or ways of doing things • New ticketing/development system • Dysfunctional, ineffective organizational culture (c) David L. Olson (2014)

8. Possible reasons for change – external forces • Economic changes • Substantial cuts in funding or ticket sales • Unemployment rates • Interest rates, inflation, etc. • Societal changes • Changing demographics, lifestyles, etc. • Political, legal, and governmental factors • Changes in technology • Competitive forces • New entrants into your market • Industry changes (c) David L. Olson (2014)

9. Memo to staff: Recently, I have noticed that we are not working very effectively. I don’t like the tone of our meetings, the way we work together, and our unwillingness to share information across departments.I also am unhappy with all of the gossip and rumors that I hear are going on around the office. I am also disappointed with the high level of turnover recently. (c) David L. Olson (2014)

10. Memo, p. 2 Therefore, effective next Monday, we are going to change the culture of the organization. I expect everyone to work together, to listen to one another, and to respect each other’s opinions and points of view. In other words, I expect everyone to get along. Furthermore, I expect no more speculation or gossiping about any possible budget cuts or changes to the programming that we offer. I will let you know via email when there is something that I think you need to know. Please see me between 10 am and 10:30 am on Monday if you have any questions (only if my door is open). Thank you for your cooperation. Franklyn R. Grumblemonkey, Executive Director (c) David L. Olson (2014)

11. Why change efforts fail • Poorly planned • Lack of involvement in the process • Lack of communication • Lack of support from the top • Timing • Resistance to change (KEY: more to come on this) (c) David L. Olson (2014)

12. Impact of failed organizational change efforts • Can be damaging if: • Not done thoughtfully, effectively – not thought through • Not planned • Planned, but poorly executed (Grumblemonkey) • Results of poor/failed change efforts • Anger • Mistrust • Ineffectiveness, reductions in productivity • Low morale • Turnover (c) David L. Olson (2014)

13. Impact of ignoring change • Change will be forced upon you by either internal and external forces, or both • Classic “head in the sand” approach • “We’re doing just fine. Why should I worry about it?” • Potentially devastating consequences, as things become out of your control (c) David L. Olson (2014)

14. Impact of successful change efforts • Can be extremely positive and beneficial • New beginnings – a fresh start! • Breathe new life into the organization • Renewed sense of purpose and perspective • Renewed energy • Brings people together – sense of unity • Taking control of your future • Can truly transform the organization! (c) David L. Olson (2014)

15. Some ways that people look at change • Planned (proactive) • Unplanned (reactive) • Evolutionary • Revolutionary • This implies a “rate” of change (c) David L. Olson (2014)

16. When we get right down to it…what are we really trying to change? • Changing individual behaviors, mindsets, and perspectives • The way people look at things • Getting people to do and/or think about something differently – in a new way • Key: Superficial vs. deep change • Change in actions, vs. change in underlying beliefs and assumptions (c) David L. Olson (2014)

17. So what is change, really? = = Learning Change (c) David L. Olson (2014)

18. So…learning, huh? • Learning to do what? • To look at, or do things differently (from initial definition of change) • To learn new behaviors • In other words, not staying the same (c) David L. Olson (2014)

19. Types of learning • Transactional/traditional • Computing, reading, memorizing, comprehending • Transformational • Represents a “depth” of change • Transforming the way you perceive a situation, critically challenging the way you perceive situations, based on your deeply held beliefs (c) David L. Olson (2014)

20. Single vs. double-loop learning (Argyris) (c) David L. Olson (2014)

21. Foundations of change and transformational (adult) learning “Adults have acquired a coherent body of experience – assumptions, concepts, values, feelings, conditioned responses – frames of reference that define their world” (Mezirow, 2000, p. 288). (c) David L. Olson (2014)

22. Foundations of change and transformational learning • “Becoming critically aware of one’s own tacit assumptions and expectations and those of others, and assessing their relevance for making an interpretation” (Mezirow, 2000, p.4) (c) David L. Olson (2014)

23. How do we get there using adult/double-loop learning? • Dialogue and discourse – critical reflection • Deep, honest, respectful, discussions • Truly listening • Questioning both our and others’ assumptions and beliefs • Challenging your and others’ deeply held beliefs – what do you take for granted, and why? • Putting yourself in another’s shoes • Be open and willing to challenge your own assumptions and long-held beliefs (c) David L. Olson (2014)

24. How do we get there (cont’d) • Experiential experiences • The student who writes a development plan, vs. one who goes out and then actually implements it • Stories • Be willing to push yourself outside your comfort zone • Transformational learning can occur when you are willing to open yourself up to new experiences, perspectives, and points-of-view (c) David L. Olson (2014)

25. How do we get there (cont’d) • Participation in the process by those that are affected • Key: Leadership support • Communicate, communicate, communicate! (c) David L. Olson (2014)

26. Resistance to change – what are the roadblocks that hold people back? • Individuals embrace change at different rates • Risk-takers vs. risk-averse • Lack of inclusion in the process – no voice • Why bother? • Fear • Of the unknown • Of losing job, position, status, power, etc. (c) David L. Olson (2014)

27. Resistance to change - roadblocks (cont’d) • Lack of understanding by the participants • Of the process, purpose, goals, timeframe, etc. • Of the benefits to change – the possibilities! • Of the costs of remaining where you are • Content with the status quo • Doesn’t see the need • Lack of trust in the process or people leading the change effort – credibility! • Again, this comes down to leadership! (c) David L. Olson (2014)

28. And finally…pay attention to transitions • Individuals respond to change at different rates • Must be cognizant of, and respect the need for rates of change • How to bring everyone along • What information do they need? • How best to communicate with them? (c) David L. Olson (2014)

29. In summary • Seeking change that truly transforms • Achieved through transformative learning • Transformation occurs when we’re able to affect our deeply-held underlying beliefs and assumptions, through: • Dialogue, questioning, critical discourse, and experiences • A willingness to be open to new (and oftentimes conflicting) ideas and points of view • Large-scale organizational change needs support of top leadership • Including inclusion and participation of those affected, and being kept up-to-date on both process and progress (c) David L. Olson (2014)

30. References/Suggested Readings • Argyris, C. (2000). Flawed advice and the management trap. Oxford: Oxford University Press. • Brookfield, S. D. (2005). The power of critical theory. San Francisco: Jossey-Bass. • Burke, W. (2008). Organizational Change: Theory and practice (2nd ed.). Los Angeles: Sage • Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press. • Kotter, J., & Cohen, D. (2002). The heart of change: Real life stories of how people change their organizations. Boston: Harvard Business Review Press. • Mezirow, J. (2000). Learning as transformation. San Francisco: Jossey-Bass. (c) David L. Olson (2014)

31. Kotter’s 8 steps to organizational change (updated 2005, from 1996 list) • Increase urgency • Build the guiding team • Get the vision right • Communicate for buy-in • Empower action • Create short-term wins • Don’t let up • Make change stick (in the culture) (see slides at end for further details on each step) (c) David L. Olson (2014)

32. Kotter Step 1: Increase urgency “Raising a sense of urgency so that people start telling each other “we must do something” about the problems and opportunities. Reducing the complacency, fear, and anger that prevent change from starting” (Kotter2002, p. vii). (c) David L. Olson (2014)

33. Kotter Step 2: Build the guiding team • “Helping pull together the right group of people with the right characteristics and sufficient power to drive the change effort. Helping them to behave with trust and emotional commitment to one another (Kotter 2002, p. vii). (c) David L. Olson (2014)

34. Kotter step 3: Get the vision right “Facilitating the movement beyond the traditional analytical financial plans and budgets. Creating the right compelling vision to direct the effort. Helping the guiding team develop bold strategies for making bold visions a reality” (Kotter 2002, p. viii). (c) David L. Olson (2014)

35. Kotter step 4: Communicate for buy-in “Sending clear, credible, and heartfelt messages about the direction of change. Establishing genuine gut-level but-in that shows up in how people act. Using words, deeds and new technologies to unclog communication channels and overcome confusion and distrust” (Kotter2002, p. viii). (c) David L. Olson (2014)

36. Kotter step 5: Empower action “Removing barriers that block those who have genuinely embraced the vision and strategies. Taking away sufficient obstacles in their organizations and in their hears so that they behave differently (Kotter 2002, p. viii). (c) David L. Olson (2014)

37. Kotter step 6: Create short-term wins “Generating sufficient wins fast enough to diffuse cynicism, pessimism, and skepticism. Building momentum. Making sure successes are visible, unambiguous, and speak to what people deeply care about (Kotter 2002, p. viii). (c) David L. Olson (2014)

38. Kotter step 7: Don’t let up “Helping people create wave after wave of change until the vision is a reality Not allowing urgency to sag. Not ducking the more difficult parts of the transformation, especially the bigger emotional barriers. Eliminating needless work so you don’t exhaust yourself along the way (Kotter 2002, p. ix). (c) David L. Olson (2014)

39. Kotter step 8: Make change stick “Ensuring that people continue to act in new ways, despite the pull of tradition, by rooting behavior in reshaped organizational culture. Using the employee orientation process, the promotions process, and the power of emotion to enhance new group norms and shared values (Kotter 2002, p. ix). (c) David L. Olson (2014)