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Best Practices in Leading Change Presentation to Southern California SPIN 7 June 2002 Leitha Purcell Northrop Grumman Integrated Systems Sector Air Combat Systems

[object Object],[object Object],[object Object],[object Object],[object Object]

Process Change Is Multi-Dimensional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Change Can Be Perceived As Positive or Negative ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

You’ll never get me up on one of those butterfly things!

Why Do We Resist Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Common Reasons for Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object]

Response to Change Is Highly Individual ,[object Object],[object Object]

Managing Change Requires Looking at All the Dimensions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Change = Motivation X Vision X Next Steps ,[object Object],[object Object],[object Object],[object Object]

Best Practices/Lessons Learned

# 1: Develop a Compelling Vision ,[object Object],[object Object],[object Object],[object Object]

# 2: Change Is a Journey, Not a Blueprint ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Warning: Need to Balance “Preparing For” and “Implementing” ,[object Object],[object Object],[object Object],[object Object]

# 3: Understand and Own the Past ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 4: Build a Strong, Committed Management Coalition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 5: Identify All the People Who Are Affected or Who Need to Be Involved ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 6: Analyze Their Readiness for Change ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 7: Start Where People Are Most Receptive ,[object Object],[object Object]

# 9: People Don’t Resist Their Own Ideas ,[object Object],[object Object],[object Object],[object Object]

# 10: Manage the Driving Forces As Well As the Restraining Forces What Forces Affect Your Change Project? Lack of clear authority Crisis of opportunity Criteria of success not visible Externally focused Stable environment Acceptance of need to change Success Powerful leader Low turnover Powerful external influences Career-based organization Changes at the Top Restraining forces - personal psychological defenses or group norms embedded in the organizational or community culture. Driving forces – Dealing only with this side will immediately generate counterforces

# 11: Establish a Darn Good Reason to Change ,[object Object],[object Object],[object Object],[object Object]

# 12: Say It Once, Say It Twice, and Say It Again ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 13: But Monitor the Communications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 14: Encourage the Heart ,[object Object],[object Object],[object Object],[object Object]

# 15: Show Results – Early and Often ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 16: Prepare for “Implementation Dip” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 17: Validate the Feelings of People ,[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],# 18: Deal With the Four “F’s of Loss and Change”

# 19: Don’t Resist Resistance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

# 20: Facilitate, Rather Than Just Train ,[object Object],[object Object],[object Object],[object Object],[object Object]

# 21: Use a Variety of Mediums to Build Competency in the Change ,[object Object],[object Object],[object Object],[object Object]

# 22: Recognize Every Person Is a Change Agent ,[object Object],[object Object],[object Object],[object Object]

# 23: Change Agents Must Be Able to Work With Polar Opposites ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What to Watch Out for ,[object Object],[object Object],[object Object]

Final Thoughts ,[object Object],“ The Ultimate Measure of a Man Is Not Where He Stands in Moments of Comfort, but Where He Stands at Times of Challenge and Controversy” – Martin Luther King, Jr.

References and Readings ,[object Object],[object Object],[object Object],[object Object],[object Object]

Contact Information ,[object Object],[object Object],[object Object]

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