Getting Better at Change Promotes Human Flourishing
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This document discusses becoming more agile and effective at organizational change. It argues that change failure is often due to a lack of change readiness and capability. To promote change agility, organizations need change-capable leaders, a growth mindset culture that embraces challenges and learning from mistakes, and behavioral science-informed approaches to drive new habits. True change agility requires flexibility across an organization's mindsets, behaviors, culture and structures. The goal is to continually strengthen an organization through each change initiative and promote human flourishing.
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Getting Better at Change Promotes Human Flourishing
- 1. #Change Agility GETTING BETTER AT CHANGE TO PROMOTE HUMAN FLOURISHING Paul Gibbons Author Paul G Gibbons www.paulgibbons.net
- 3. My first change failure
- 4. Mind the gap Change management theory Human (behavioral) sciences Pace of change
- 6. SOCKS helps analyze failure Benefit SHORTFALLS Cost OVERRUNS Unintended CONSEQUENCES KILLED programs SUSTAINABLE results
- 7. Change masters succeed 80% of the time versus change novices 18% (IBM)
- 8. Do the math… ROI – “change master” ROI – “change novice”
- 9. Sunlight is the best disinfectant… Need 100% clarity on how our particular business fares when we attempt change Need to understand the characteristics of “change masters” CHANGE AGILITY
- 10. Change agility
- 11. Panta rhei – you cannot step in the same river twice…
- 13. Change agility refers to flexibility, adaptability, innovation, and excellence in executing change in response to disruptive threats or strategic opportunities
- 14. What is change agility? Mindset is “change is what we do… always” Change readiness and capability (KSA) are critical differentiating advantages Dynamic flow of ideas, problem solving, knowledge from entire organization Operationally adaptable, strategically nimble Resistance to change is an archaic concept Each change program strengthens the business
- 15. Change agility questionnaire 1. What percentage of leadership are competent at leading change? 2. How thoroughly are previous change lessons incorporated? 3. To what extent is major change welcomed, or feared? 4. To what extent to leaders see their role as creating change-agile workplaces? 5. The business has flexible structures and processes that can respond quickly? 6. Do ideas permeate the business from outside, and flow from the bottom 7. Is there is a culture of experimentation, prototyping, pilots, and iteration?
- 17. In complex system, change can only happen as quickly as the weakest link… - to change mindset needs to be reinforced by changed behavior, culture, and supporting structures - to change behavior, you need to change culture, and supporting structures (HR policies) - to change “hard” aspects (processes, structures), culture, mindset and behaviors need to change
- 18. Growth Culture Habit Change Change capable leaders Neo-behaviorism
- 19. Growth mindset
- 20. Intelligence can be developed …embrace challenges … persist in face of setbacks … see effort as the path to mastery (not talent) …learn from criticism … find lessons and inspiration from success of others Intelligence is static …avoid challenges … give up easily … see effort as fruitless …ignore useful negative feedback … feel threatened by success of others
- 21. Growth mindset to growth culture We want perseverance, rising to challenges, creativity in the face of challenges, learning from experience! “A for effort” is derisory! Do not praise intelligence or talent… “she is super smart…” “good job” The struggle is where the learning happens… “helping kids with homework…” in business, call for the consultants! Think about HR – even the world “talent” Should we be rewarding “growth” or “effort” rather than performance?
- 22. Growth culture questionnaire 1. What do you think of growth mindset/ growth culture as concepts? 2. Are they useful to businesses? 3. What outcomes that we desire would be promoted by a growth culture? 4. What are the implications for HR/ strategy of the growth mindset? 5. What specific structures, processes would have to change to implement it?
- 23. Neo-behaviorism
- 24. Old behaviorism Although the intellectual legacy is dead/ discredited…. The ideology lives on child rearing, prisons, businesses….
- 25. “We use a modified version of carrots and sticks around here. We’ve done away with the carrots.”
- 27. On the other hand… Influence is not so easy… Changing people’s minds is less than half the battle…
- 31. Habit change
- 32. Three bits of research Mini-habits Implementation triggers Social support
- 34. Mini-habits It takes about two months… Building the habit more important than “reps” Small changes are sustainable They build momentum They build self-confidence They build automaticity
- 35. Implementation triggers When I get home, I will instantly go for 30m run The instant I get to the office I will 30m before a client meeting, I will always… The first thing I do after lunch is When I check into a hotel, I will….
- 36. The power of a 30 day challenge Most highly effective people can do anything for 30 days Gets competitive juices flowing 30 days is enough time to have transformative effect, but short enough so it doesn’t feel like a jail sentence We are going to pick a 30-day challenge
- 40. Growth Culture Habit Change Change capable leaders Neo-behaviorism
- 42. Which company operates in more than 200 countries? Which company employs more than 2 million people? Which leading technology company started selling meat slicers?
- 44. Science for our common future Can evidence based management eliminate fads and waste?
- 47. Advisor on organizational change to global corporations Non-executive/ independent director Advisor/ program leader on business education Speaking Writing
- 48. More? One-day program called LEADING AND MANAGING CHANGE IN THE 21ST CENTURY, February 24th, in Fort Collins Three-day version offered in Denver in the Spring Custom-tailored versions for senior teams paul@paulgibbons.net Paul G Gibbons www.paulgibbons.net Paul Gibbons Author
Notas del editor
- 70 fail is an urban myth yet change rates remain horrible… What is the nature of change? Like a batting average where 1/3 is excellent? Do business consider these factors in ROI/ cost-benefit/ capital budgeting?
- Capital budgeting, estimating ROI, prioritizing use of capital and resources
- Worse idea ever – that part of an organization is static… Worse change theory ever – unfreeze, change, refreeze….. Kurt Lewin – a brilliant sociologist, who was complete wrong about change DID HE do his research in IOWA??/ that would explain why he thought things didn’t move May seem a trivila point…
- PSYCHOLOGICAL RESPONSE TO CHANGE – THIS SHOULD NOT BE HAPPENING THE WAY WE DESIGN BUSINESS LEARNING… AS FAR AS I CAN TELL, NO MAJOR MBAS HAVE MUCH TO OFFER STUDENTS ON MANAGING AND LEADING CHANGE
- Gave 10 year olds a challenge – some went wow a challenge…. Bring it on! Those that see this as a test of intelligence which they might fail… And sometimes cheated, sometimes comparison…. POWER OF YET….. NOTE GOOD OR NOT GOOD, GOOD OR NOT YET… Growth mindset has been “seen” by brain imaging…
- How we think about talent… - got it or don’t… - people with right sorts of attitudes…. One of the things should be recruiting… Structures that keep fixed mindset in place
- Almost true to say that punishment does not work at all… - short term - very deleterious long-term effects
- Wish I had $25 bucks for every time someone in my MBA class said “we need incentives to… work/ innovate/ produce…” - we do not! All labor has dignity, MLK but Karl Marx…. - working is what gives our lives meaning (recall definition of flourishing) - working together (collaborating to do great things) is what Marx said was a special endowment of our humanness Rewards do not work as we expect The movers Pay for performance Stock options Praise Consider this thought experiment – perhaps based on 25 year old version of yourself…. If you had had $25m at that time, would or would you not have worked? What about rewards? - withdrawing reward worse than punishment - intrinsic versus extrinsic motivation (link to engagement) - little evidence that PRP works… (enormous literature I BETTER CHECK) - little evidence that stock options work (QUOTE FROM PFEFFER)
- Backfire effect…
- Hand hygiene performed • Appropriate skin prep* o Chlorhexidine gluconate (CHG) for patients ≥120 days old o CHG for patients < 120 days old when either there is no contraindication to CHG or contraindication is unknown o Povidone iodine, alcohol, CHG, or other specified for children
- Anecdote from British Airways
- Leaves individual with choice Steers choice toward their good, or common good (or both) Organ donation Savings plans Health behaviors
- 2-year course in Change Agent Skills… Usually supplemented by 1-2 years training in facilitation/ coaching…
- Business is the most important force for good (or bad) on the planet… We have seen over and over again how much harm in can do… from Thalidomide in the 1950s to the crash of 2007 and Deepwater Horizon Everyday we enjoy the fruits – produced largely by businesses in the 53 trillion world economy Business reaches places on the globe that “angels fear to tread” – sometimes doing great good, sometimes great harm
- Humankind and our world are poised upon a knife edge… Robotics, AI, climate change, poverty, GMO, drones… so much can go well, or so much wrong Without business there would have been no widespread steam engine, or motor car, or telegraph, or laser, or semiconductor… when technology is made available to all, it is bc business finds a way to scale it Wihtout business there would be no selfie stick… But I want more than businesses who blindly develop technologies without pausing for thought… I want their decisions tempered by wisdom, by values, and by ethics…
- Role of science in society, and in business is under fire…. What we have is the politicization of everything… expertise is always seen as skewed, in almost every field, matters of policy become Political power struggles… When the WHO released its study on meat (which was actually a study of hundreds of studies), the scientists remarks were challenged by a spokesman for the cattle industry When scientists with 30 years experience and two Phds talk about vaccination, the counterpoint is provided by a television star When climate science is presented, the public relations machine of the oil industry goes into high gear Science is flawed – but for making some kinds of decisions, it is by far the greatest test There is a new trend in medicine – evidence based medicine – now there are schools of evidence based policy, and evidence based education, and evidence based management
- Perhaps most important thing about business is people work there!!!!!! From 20-70 you might spend 100000 hours at work, if you are French, if American, perhaps twice that… We give our life blood, the finest years of our lives to enterprises… we need to design enterprises that treat people as if that were so Nozick – Harvard philosopher invented PLEASURE MACHINE…. Would you go into it? Shows that something other than pleasure (happiness) has value… Think we need to go beyond notions of happiness – to what Greeks called Eudaimonia…. Roughly human flourishing…. Engagement, fulfillment, success, and hedonic pleasure (positive affect) Greeks taught us that focusin on happiness was the fastest way to becoming unhappy As a consequence of this (silly) idea – that we should make ourselves feel good, we end up feeling bad And because we think we should feel better, we consume in the hopes we can More than just individual benefits – need to look beyond narrow self-interest – to generations to come, and to fellows on foreign shores