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A caterpillar cannot reach its
                                 potential by taking flying
                                 lessons but only by its
                                 development into a butterfly.
                                 - Peter Szabo




Michael Cardus - www.create-learning.com
Change Management Concepts
• Complexity and change
• Organizational, Departmental, Team design and structure
• Solution-Focused Change Development


Logic Model - How to tackle change?
What's the Roadmap?
•   Role Complexity and Individual Complexity
•   PDCA
•   Development of what and how thinking
•   Organizational Language


Making Strategic Connections &
Opportunities for Synergies
•   Systems-Drive-Behaviors
•   Role Relationships
•   Organizational Context Setting
•   Continual Focus Groups + Action Taken
                           Michael Cardus - www.create-learning.com
http://create-learning.com/blog/team-building/5-steps-to-planning-a-change-within-your-organization-team



                                        Michael Cardus - www.create-learning.com
“If you have been trained to think in a certain way and are a member of a group that thinks
the same way, how can you imagine changing to a new way of thinking?”
 - Edgar Schein

3 Stages of Change
Lewin/Schein


Stage 1 – becoming motivated to change (unfreezing)

Multiple forces established by past observational learning and cultural
influences tend to maintain the current behavior. Change requires adding
new forces of change or the removal of some of the existing factors that
are at play in perpetuating the behavior.

• Denial
• Scapegoating, passing the buck, dodging
• Maneuvering & Bargaining




                               Michael Cardus - www.create-learning.com
Stage 2 – change what needs to be changed (unfrozen and moving
to a new state)

Once there is sufficient dissatisfaction with the current conditions and a
real desire to make some change exists, it is necessary to identify exactly
what needs to be changed, if not already articulated in the first stage.

• Words take on new and expanded meaning
• A concept is interpreted within a broader context
• There is an adjustment in the scale used in evaluating new input relative
to what had previously been learned and accepted as factual.




                          Michael Cardus - www.create-learning.com
Stage 3 - making the change permanent (refreezing)

Refreezing is the final stage where the action becomes habitual. This
requires behavior that is consistent with other behaviors and the values
and beliefs held by the individual.

• Develop a new self-concept and identity
• Establishing the new behavior in interpersonal relationships.




                          Michael Cardus - www.create-learning.com
Schein’s hypothesis: True learning/behaviour change will rarely occur until an individual‟s „Survival Anxiety‟
(associated with a particular change or event ) is greater than any „Learning/Change anxiety‟ associated with
that event
 Anxiety or guilt builds from previous beliefs now being seen as invalid. Schein(1999, p. 116) called this
“survival anxiety” as in “I will not survive in some sense unless I change.”



           High
                                                                                            Survival Anxiety
          Level of
          Anxiety




                                                                                   Learning/Change Anxiety




            Low
                                                                                                      Change Event
                                            Time
      http://www.slideshare.net/ShaneCarmichael/shane-and-schein-survival-change

                                                   Michael Cardus - www.create-learning.com
Complexity and Change
   are Conjoined




    Michael Cardus - www.create-learning.com
Complexity may be identified
                                    in terms of the number of
                                    variables that have to be dealt
                                    with in a given time in a
                                    situation, the clarity and
                                    precision with which they can
                                    be identified, and their rate of
                                    change. (Jaques 1998)




                   http://create-learning.com/blog/manager-training/complexity-and-achieving-
                   goals-at-work




Michael Cardus - www.create-learning.com
http://create-learning.com/blog/manager-training/the-difference-is-the-point-of-interaction



                                           Michael Cardus - www.create-learning.com
Michael Cardus - www.create-learning.com
Systems-Drive-Behaviors




     Michael Cardus - www.create-learning.com
http://create-learning.com/blog/team-building/cascade-of-planning-align-organizational-plans

                                   Michael Cardus - www.create-learning.com
4. Skills
     2.                                               3.
Accountability                                   Performance
 & Authority                                       Support
                                                   Systems


                     1. Purpose




            Michael Cardus - www.create-learning.com
http://create-learning.com/blog/team-building/plandocheckact-team-building-processing-de-briefing


                                Michael Cardus - www.create-learning.com
http://create-learning.com/blog/team-building/quality-tools-to-discover-solutions-nine-windows

                                  Michael Cardus - www.create-learning.com
Create-Learning Team Building & Leadership strives in
every interaction to;
Make Teams & Leaders Better by improving team processes
and individual effectiveness, that result in increased
productivity & people who love the work they do.

Visit www.create-learning.com to learn more.

                 Michael Cardus - www.create-learning.com
Photo attribution
SidPix




                    Michael Cardus - www.create-learning.com

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Culture Change & Complexity

  • 1. A caterpillar cannot reach its potential by taking flying lessons but only by its development into a butterfly. - Peter Szabo Michael Cardus - www.create-learning.com
  • 2. Change Management Concepts • Complexity and change • Organizational, Departmental, Team design and structure • Solution-Focused Change Development Logic Model - How to tackle change? What's the Roadmap? • Role Complexity and Individual Complexity • PDCA • Development of what and how thinking • Organizational Language Making Strategic Connections & Opportunities for Synergies • Systems-Drive-Behaviors • Role Relationships • Organizational Context Setting • Continual Focus Groups + Action Taken Michael Cardus - www.create-learning.com
  • 4. “If you have been trained to think in a certain way and are a member of a group that thinks the same way, how can you imagine changing to a new way of thinking?” - Edgar Schein 3 Stages of Change Lewin/Schein Stage 1 – becoming motivated to change (unfreezing) Multiple forces established by past observational learning and cultural influences tend to maintain the current behavior. Change requires adding new forces of change or the removal of some of the existing factors that are at play in perpetuating the behavior. • Denial • Scapegoating, passing the buck, dodging • Maneuvering & Bargaining Michael Cardus - www.create-learning.com
  • 5. Stage 2 – change what needs to be changed (unfrozen and moving to a new state) Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed, if not already articulated in the first stage. • Words take on new and expanded meaning • A concept is interpreted within a broader context • There is an adjustment in the scale used in evaluating new input relative to what had previously been learned and accepted as factual. Michael Cardus - www.create-learning.com
  • 6. Stage 3 - making the change permanent (refreezing) Refreezing is the final stage where the action becomes habitual. This requires behavior that is consistent with other behaviors and the values and beliefs held by the individual. • Develop a new self-concept and identity • Establishing the new behavior in interpersonal relationships. Michael Cardus - www.create-learning.com
  • 7. Schein’s hypothesis: True learning/behaviour change will rarely occur until an individual‟s „Survival Anxiety‟ (associated with a particular change or event ) is greater than any „Learning/Change anxiety‟ associated with that event Anxiety or guilt builds from previous beliefs now being seen as invalid. Schein(1999, p. 116) called this “survival anxiety” as in “I will not survive in some sense unless I change.” High Survival Anxiety Level of Anxiety Learning/Change Anxiety Low Change Event Time http://www.slideshare.net/ShaneCarmichael/shane-and-schein-survival-change Michael Cardus - www.create-learning.com
  • 8. Complexity and Change are Conjoined Michael Cardus - www.create-learning.com
  • 9. Complexity may be identified in terms of the number of variables that have to be dealt with in a given time in a situation, the clarity and precision with which they can be identified, and their rate of change. (Jaques 1998) http://create-learning.com/blog/manager-training/complexity-and-achieving- goals-at-work Michael Cardus - www.create-learning.com
  • 11. Michael Cardus - www.create-learning.com
  • 12. Systems-Drive-Behaviors Michael Cardus - www.create-learning.com
  • 14. 4. Skills 2. 3. Accountability Performance & Authority Support Systems 1. Purpose Michael Cardus - www.create-learning.com
  • 17. Create-Learning Team Building & Leadership strives in every interaction to; Make Teams & Leaders Better by improving team processes and individual effectiveness, that result in increased productivity & people who love the work they do. Visit www.create-learning.com to learn more. Michael Cardus - www.create-learning.com
  • 18. Photo attribution SidPix Michael Cardus - www.create-learning.com