Leading Change and Bringing Others Along Leading Change and Bringing Others Along - Pamela Eddy This session will review how to lead change based on your own leadership perspectives and what type of change is required at your college. A range of case study scenarios will be employed to help you test drive and practice how you can effect change on your campus and lead others. Resistance to change is often strong, thus we’ll also look at strategies to break through the types of brain barriers that often stop change initiatives.     Pamela L. Eddy, William & Mary Faculty Change Agents Workshop, June 2017

“What if we don’t change at all…. and something magical just happens?

Leading Change ala John Kotter The Big Opportunity here is a focus on student success, broadening participation, and increasing career pathways.

Kotter and Cohen believe that the single biggest challenge in the change process is changing people’s behavior. Core pattern associated with successful change: See (offer compelling data that grabs attention) Feel (foster an environment where there is buy-in) Change (institutionalize the initiative) (2002). The heart of change

Resistance to Change Individual Level Organizational Level Fear of unknown New learning Disruption of existing relationships Doing new things poorly Organizational Level Threats to power Inertia in organizational structure System relationships Sunk costs & Investments

The Kübler-Ross Change Curve Integration Changes integrated, renewed individual Denial Disbelief, looking for evidence that it isn’t true Decision Learning how to work in new situation Frustration Recognition that things are different, anger Morale and competence Shock Surprise or shock at the event Experiment Initial engagement with new situation Implementation Dip Depression Low mood, lacking in energy Time

Brain Barriers Failure to See—Conceiving Failure to Move—Believing Failure to Finish—Achieving If you want others to change, you need to demonstrate your own willingness and ability to change. Black and Gregersen, 2002, p. 137

Performance Dashboard Conceiving—Believing—Achieving Identify key elements to measure. Establish how key elements will be measured. Establish how often the measures will be taken. Establish a baseline of performance. Establish target performance levels. Black and Gregersen, p. 171.

Structural Human Resources Political Symbolic Metaphor for Organization Factory or machine Family Jungle Carnival, temple theatre Central Concepts Rules, roles, goals, policies, technology, environment Needs, skills, relationships Power, conflict, competition, organizational policies Culture, meaning, metaphor, ritual, ceremony, stories, heroes Image of Leadership Social architecture Empowerment Advocacy Inspiration Basic Leadership Challenge Attune structure to task, technology, environment Align organizational and human needs Develop agenda and power base Create belief, beauty meaning Organizational Ethic Excellence Caring Justice Belief Describe how this fits in within the context of the case.

Reframing Change Structural Human Resources Political Symbolic Barriers to Change Loss of direction, clarity, and stability; confusion, chaos Anxiety, uncertainty; people feel incompetent and needy Disempowerment; conflict between winners and losers Loss of meaning and purpose; clinging to the past Essential Strategies Communicating, realigning, & renegotiating formal patterns and polices Training to develop new skills; participation & involvement; psychological support Developing arenas where issues can be renegotiated and new coalitions formed Creating transition rituals; mourn the past, celebrate the future Bolman & Deal, 2013, p. 378

Practice Scenarios—Step One Step One: High Frame Groups (Blue number) Imagine the person you are trying to convince is coming from your same frame, what strategies for change would you use? You do not have to limit yourself to one strategy. What mean for people like me? For people that are different? Mix with this.

Practice Scenarios—Step Two Step Two: Jigsaw (Green letter) What changes in your team’s strategy by using multiple frames? How do you understand your own framing preferences now?

Lessons Learned—Reflective Questions What strategies did you pick up in your discussion with others? How can you apply these ideas within your department? On your campus? With administrators? How does this relate to your experiences on campus? Shout out for 30 sec for the range of strategies you came up with Think about for action plans and have multiple opportunities to do this and in regional communities.

Critical Reflection In what ways do you understand more about the range of frames and how you can apply them in your practice? In moving ahead, how are you going to use the strategies you learned with your colleagues and administrators? What strategies can you now apply in response to resistance to change? As you think about your action plan, what strategies might you employ? In order to reach my colleagues in the regional workshops, I will now…. In working on our action plan, I will employ the following strategies….

pamela.eddy@wm.edu