MLCP: The Business of Tomorrow

2. MLCP: The Business of Tomorrow MODULE 1 – Dealing with Change Desired Outcomes for this Module: I will understand the different types of change, and explore how I have reacted in the past; I will understand the nature of transformation, and how it impacts productivity; I will explore managing transformation through all three change phases, and will understand the checklist for guiding that process.

3. About the Session Outcomes… Why were the Session Outcomes written in the ‘first person’? - To ‘pin you down’ ? When you read the Session Outcomes in the ‘first person’, (especially if you do it out loud), it helps you to materialize them as ‘Self-Fulfilling Prophesies’ - An ‘Accelerated Learning’ Principle

4. On Change - Three Quotable Quotes

5. Isaac Asimov 1920 - 1992 Scientist, visionary, and prolific writer “The only constant is change - continuing change, inevitable change. That is the dominant force in our world today.”

6. Vance Packard 1914 - 1996 Sociologist and acclaimed author “If you always do What you’ve always done, You’ll always get What you always got”

7. Albert Einstein 1879 - 1955 Physicist and humanist “No problem can be solved with the same consciousness that created it”

8. The Three Phases of Transformation ‘Dealing with Change’ : Core Material Change and Transition Transition and Performance Managing Self & Others through the Process

9. Change and Transition ‘Change’ Defined: “Any significant alteration in the flow of an established pattern” Three Types of Change: 1. ‘Cyclical’ Change: - Flow alters, but regains before-change pattern 2. ‘Structural’ Change: • Flow alters, and holds • at a new level 3. ‘System Transformation’: • System changes radically

10. - An identifiable occurrence that happens to us. - A personal outcome in response to change, generally signalling the ending of old patterns. - The natural process of disorientation and reorientation, marking the turning point in the path of growth. Change and Transition Change: An ‘External’ Event: ? ! * ! ? Transformation is ‘Internal’: Transition: The Passage Between:

11. The Three Phases of Transformation Based on ‘Transitions - Making Sense of Life’s Changes’, by William Bridges Second Edition - 2004 ISBN-13 978-0-7382-0904-3 Da Capo Press

12. The ‘Transformation’ Model % of Our Focus (Per W. Bridges) 100 0 Time Phase 1 Phase 2 Phase 3

13. The ‘Transformation’ Model All transformations begin with a change event ‘ENDINGS’ Characterized by: • Feelings of loss • Anger / fear / anxiety • - Change-resistance A challenge to see and accept a new pattern = ‘NEUTRAL ZONE’: CHANGE EVENT - Mixed feelings of risk and opportunity - A time of chaos and creativity ‘NEW BEGINNINGS’: - Pathway now clear, but still many challenges - Feelings of hope and optimism predominate.

14. Performance SATIR CHANGE MODEL Time Impact of Transition on Performance TRANSITION AND PERFORMANCE

15. 1 - ‘Late Status Quo’: “Foreign Element”: 2 - Resistance: Satir Change Model 3 - Chaos: 4 - Integration: “Transforming Idea” 5 - ‘New Status Quo: - The ‘way things have been’. - Change Event. - “Threat analysis” - Performance can drop in this transition phase. • Focus is predominantly on new targets; performance gains available. - The ‘Awakening’; Morale & performance recover rapidly - There, but still unsure.

16. During 1 - ‘Late Status Quo’: Encourage people to seek improvement info and concepts from outside the group. During 2 - ‘Resistance’: Help people to open up, become aware, and overcome the reaction to deny, avoid or blame. Satir Change Model During 3 - ‘Chaos’: Help build a safe environment enabling people to focus on their feelings, acknowledge their fear, and use their support systems. Help mgmt avoid any attempt to short circuit this stage with ‘magical solutions’. During 4 - ‘Integration’: Offer reassurance and help finding new ways of coping with difficulties. During 5 - ‘New Status Quo’: Help people feel safe so they can practice. Helping People Cope with Change

17. TRANSITION AND PERFORMANCE Based on ‘The Satir Change Model’ by Virginia Satir et al Science & Behavior Books ISBN 0-8314-0078-1

18. Lots of communication; Sympathetically acknow- ledge the losses; Sell the PROBLEM - not the solution; Define what’s over - AND WHAT ISN’T Mark the ‘endings’ Continually check in; Find other change agents. MANAGING SELF & OTHERS THROUGH THE PROCESS Managing through Phase 1:

19. Tap into Creativity; Focus on the Vision; Build Temporary System; Ideation; Synergy. Create interim bridge; Emphasize ‘Interim’. Start to Sell the Solution; Safe to now focus on benefits and advantages of new system. Facilitate Problem-Solving. Engage all in finding solutions; Manage discussions to avoid backsliding. MANAGING SELF & OTHERS THROUGH THE PROCESS Managing through Phase 2:

20. Keep Communicating!; Point to the Plan (but maintain flexibility); Trouble-shoot to re-rail; Problem-solve recurrences Beach-head succes; build ‘success-ively’ Symbolize new identity / Situation Celebrate Success. MANAGING SELF & OTHERS THROUGH THE PROCESS Managing through Phase 3:

21. WORKSHOPS

22. WORKSHOPS For in-session workshops, we’ll use a sequence called ‘FAST CYCLE – FULL PARTICIPATION’ It’s a structured technique that enables ideas to be generated, problems to be solved, and decisions to be reached…. ….faster, more accurately, and with a greater level of acceptance than is normally possible using more traditional methods.

23. BENEFITS OF FAST CYCLE - FULL PARTICIPATION: Actively engages everyone in the process; Taps their collective knowledge, experience, and creativity; Provides the structure to ‘stay on track’; Promotes ownership and commitment through involvement; Together Gets the job done quicker and more effectively; Everyone Achieves Is a highly effective learning and team-building medium. More

24. For a full text version, visit the MLCP Supplemental Materials Website CONTRIBUTED BY FAST CYCLE - FULL PARTICIPATION: THE SEQUENCE: Facilitator ‘Primes the Pump’ with an opening review of subject Participants complete individual assignment on the subject Sub-teams brainstorm, consensus-reach, and prepare summaries Sub-team speakers report back to main group

25. Module 1 - Workshop 1 : 'My Journey Through Change' As your FC-FP ‘Individual Assignment’ please enter at least one example of each of the three change types from your personal change experience. Take ten (10) minutes to do this. Mentally revisit the examples you cite in preparation for sub-team discussion. Use the reverse side of the sheet if you require more note-space.

26. Module 1 - Workshop 1 : 'My Journey Through Change' In FC-FP sub-teams, prepare accumulated lists of feelings and intensities experienced for each of the change types. Then for each change type in turn, rank-order the most predictable feelings people are likely to experience in each of the change phases. Prepare a flip-chart summary and elect a spokesperson. Your sub-team has thirty (30) minutes to complete this.

27. Module 1 - Workshop 2 : 'Managing Transformation' Working either individually or in conjunction with a ‘Study Buddy’, complete Workshop #2, using the Core Material information & checklists to guide you. Please complete ‘Managing Transformation’ before the Module 2 session date.