Slides from "Communicating Change, Inside and Out," presented by Andrew Careaga, director of communications, Missouri University of Science and Technology, at the CASE District VI Conference in Denver, Jan. 14, 2008

1. Communicating Change, Inside and Out CASE District VI Conference || Jan. 14, 2007 || Denver Andrew Careaga || Director of Communications Missouri University of Science and Technology

4. From smooth rowing…

5. … to ‘permanent white water’

8. In a sleepy little Ozarks town

17. The three change styles Prefer expansive change Prefer functional change Prefer incremental change Challenge the structure Explore the structure Accept the structure Change agents Mediators Traditionalists Originators Pragmatists Conservers

24. Perceptions: conservers and originators Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas Divisive Impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow through Wanting change for the sake of change Not understanding how things get done Originators see conservers as: Conservers see originators as:

25. Perceptions of the pragmatists Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team needs Conservers and originators see pragmatists as:

26. Collaboration: can we really all work together Encourage exploring new possibilities Encourage looking at the current circumstances Encourage building on what is already working Focus on the task Focus on shared objectives Focus on relationships Prefer to challenge accepted structure Prefer balanced inquiry Prefer to keep current structure operating smoothly Originators Pragmatists Conservers

27. Change and the creative process Incubation  Inspiration  Perspiration  Verification Roles in the creative process Initiate Implement Follow through Conceptualize Concretize Refine Inspiration Perspiration Verification Originators Pragmatists Conservers

34. Leadership and communication Clarify and change image, core values and programs – communicate internally and externally Alignment Making the most of opportunities to enhance the team’s skills and abilities Development Understand how organization works and the steps and actions required to implement the plan Implementation Clarify organization’s direction with a vision plan and translating it into a strategic plan Direction Leader-communicators’ role and skills Principle

35. Leadership and communication (continued) Monitoring outcomes and improving the delivery of service Evaluation Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision Institutionalization Leader-communicators’ role and skills Principle

36. The cycle of change Cognitive domain Emotional domain Past orientation Future orientation GIVE INFORMATION GIVE ENCOURAGEMENT GIVE REINFORCEMENT GIVE SUPPORT Investigating III Reacting II IV Implementing I Acknowledging

37. Transition and typical reactions Various reactions – anger, depression, withdrawal, etc. People try to “bargain” to do things the old way People believe they can wait out the change People go back to stage 1 when their feelings are denied or ignored Stage 2 Reacting People are shocked, feel threatened Denial People appear distracted, forgetful Low productivity Stage 1 Acknowledging

38. Transition and typical reactions (continued) People appear ready to establish new routines, adapt to new systems, help others learn new ways Comfort with change engenders more flexibility, creativity and risk-taking The change is viewed as the way things are done Stage 4 Implementing People may display grief/sadness over loss but begin to explore future options Mix willingness to explore new options with reservation Emotions range from excitement to anxiety Stage 3 Investigating

39. Communication do’s and don’ts Hit people over the head with the truth Push for acknowledgement (can intensify reacting) Give visible support Provide information consistently and repeatedly Provide facts Acknowledging Give information Argue Attempt to convince Push investigation Listen Acknowledge feelings Provide time Be empathetic Reacting Give support Don’ts Do’s

40. Communication do’s and don’ts Push choices Rush choices Punish mistakes Overestimate or misrepresent future options Create opportunities to explore Employ participative decision-making Outline pros and cons Investigating Give encouragement Micromanage Control choices Limit participation Reward effective performance Support risk-taking and innovation Encourage communication Get out of the way Implementing Give reinforcement Don’ts Do’s

43. A fable about change Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions John Kotter, Harvard change management guru