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Mastering the Change Curve
Mastering the Change Curve
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Thriving Through Change




To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.

What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance

Thriving Through Change

  1. 1. Presented by Cynthia Scott, Ph.D., M.P.H Author of the Mastering the Change Curve assessment
  2. 2. Poll How do you approach change?   I just try to do what I have to do to get through the day.   I tend to doubt or feel angry about new ideas.   I’m excited about all the new possibilities it brings.   I master quickly what needs to be done.
  3. 3. Today’s Focus 1.  Understand how the human brain responds to change. 2.  Identify a predictable path of navigating change. 3.  Lead teams from resistance to performance. 4.  Learn four different ways to increase resilience.
  4. 4. 1. Understand How the Human Brain Responds to Change
  5. 5. Simple Truths   Our brains don’t like change.   To thrive, we must understand how to harness our response to change.   Leaders need to understand change to foster innovation and business agility.
  6. 6. Imagine this! Stand up, change seats, and take everything with you.
  7. 7. The Lizard Brain Hates Change   The “lizard” is the pre-historic lump near the brain stem that is responsible for fear, rage, and reproductive drive.   Why did the chicken cross the road?   Because her lizard brain told her to.   Your lizard brain is here to stay. Your job is to figure out how to quiet it and ignore it.
  8. 8. The Three-Part Brain   Brain Stem   Limbic   Prefrontal cortex
  9. 9. Decoding the Lizard   The limbic system is aroused by emotions.   It makes toward or away decisions.   It has “Hot Spots” - patterns of experience that are stored in your limbic system and tagged as dangerous.   An overly aroused limbic system impairs your cognitive functioning and dramatically reduces resources.
  10. 10. Pop Quiz How much of our brain processing is unconscious? A.  30% B.  50% C.  90% D.  All of it
  11. 11. Quieting the Lizard Brain   Every interaction is based on how a person perceives danger and reward.   In most cases, the lizard brain reaches a conclusion faster than the Prefrontal Cortex (PFC).   An overly aroused limbic system impairs your cognitive functioning.   Once aroused, trying to suppress it only makes it worse.   The same brain circuitry gets activated by a social threat as a physical threat and it is stronger and more intense than a physical threat.   We want to AVOID WAKING the lizard in people with whom we engage.
  12. 12. SCARF Model of Social Threats and Rewards Strategy & Business August 27, 2009 Autumn 2009 Issue Managing with the Brain in Mind
  13. 13. Balancing Threat & Reward   When threatening one area, balance out with other areas.   If several of these SCARF areas get affected, there is a really strong response.   Forexample, “English is now our global language” creates threat in all 5 areas.
  14. 14. 2. Identify a Predictable Path of Responding to Change
  15. 15. Change Exercise   Think of a major change - either personal or professional - that you have already moved through.   Record your thoughts, feelings, and actions as you remember various stages of the change.
  16. 16. Change Exercise Worksheet A. Your first awareness of the change … D. When it was over … Thoughts Thoughts Feelings Feelings Actions Actions B. Early in the change … C. When it was half way through … Thoughts Thoughts Feelings Feelings Actions Actions
  17. 17. Poll In the Change Exercise, which type of change did you choose? A.  A change I started. B.  A change that happened to me.
  18. 18. Jaffe & Scott Getting Your Organization to Change 1999
  19. 19. Denying Behaviors   Avoid the topic   Appear unconcerned   Refuse to take initiative   Act like nothing is happening   Do routine work only
  20. 20. Endings Take Time
  21. 21. Resisting Behaviors   Anger   Complain and blame   Become passive   Exhausted and overwhelmed   Preoccupied with the details of the change
  22. 22. Exploring Behaviors   Experiment and seek new ways   Begin to create a vision of the future   Accomplish intermediate goals and celebrate milestones   Take risks   Generate lots of ideas   Trouble staying focused
  23. 23. Committing Behaviors   Regain sense control   Feel comfortable   Take time to affirm and recognize their efforts   Reflect on what they have learned   Start looking ahead to the next change
  24. 24. Notice Your Denial Focus Your Commitment Identify the reality of the Focus your energy where you situation: can make a difference: •  What is changing? •  Act on issues you can control •  What are the causes? •  Let go what you can’t control •  What are the effects? •  Increase your influence Feel Your Resistance Reframe Your Exploration Recognize your feelings about View the situation from a different the change: perspective: •  Listen to yourself talk •  Look for the opportunities •  Acknowledge what you are •  Imagine the outcomes losing or gaining •  Make things better now •  Express your feelings
  25. 25. 3. How to Lead Teams from Resisting to Performing
  26. 26. Lead through Denying   Talk about possible future opportunities.   Explain the realities of the marketplace.   Go on field trips to “see” the future.   Express your vision of the future.
  27. 27. Lead through Resisting   Listen closely, be aware of individual reactions and validate them.   Help the team identify losses and gains.   Interact with other teams who have moved along in the process.   Manage your own resistance and keep a sense of humor.
  28. 28. As a change leader, don’t let concerns go unexpressed, it will affect results.
  29. 29. Lead through Exploring
  30. 30. Unaware / Denying Committing Wake-Up Announcement Implement! Resisting Exploring Listen! Possibilities!
  31. 31. Choosing Where to Start
  32. 32. When to do Training
  33. 33. 4. Learn Four Different Ways to Increase Resilience
  34. 34. Reflect Think about a time in your life when you were doing really well.
  35. 35. Reflect   Did things make sense?   Did you go beyond your limits?   Did you take direct action?   Did someone acknowledge you?
  36. 36. Create Hardiness   Coherence   Challenge   Control   Connection
  37. 37. Tip Sheet: Strategies to Increase Employee Involvement   Meet regularly to discuss why the organizational changes occurred.   Constantly communicate clear goals and a vision.   Encourage people to discuss fears and concerns.   Hold open “forums” for employees to raise questions.   Establish regular meetings to discuss progress.   Develop rituals.   Let people choose.
  38. 38. Questions? Please submit your questions now.
  39. 39. Thank You Don’t miss out! Mastering the Change Curve Facilitator Guide Only $25! - Regularly $128 Offer available until 11/23/11 Coupon MCCWebinar Includes:   Workshop instructions   Online & Paper assessment preview   Theoretical Background   PowerPoint Presentation for classroom session   30-day perfect fit guarantee! Additional questions for Cynthia be submitted to: Sara Montgomery (610) 292-2641 | Visit us at: Copyright 2011 HRDQ. All rights reserved. Not for resale.