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Page 1 ©Voice Project how to build change optimism Dr Peter Langford peter.langford@voiceproject.com : connect on LinkedIn
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Page 2 ©Voice Project Is it real? How can we break the cycle? change pessimism – sliding into the abyss
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Page 3 ©Voice Project Newspoll, published in the Australian on 27 October 2015 Tony Abbott was at 37% on 7 September 2015, behind Bill Shorten change optimism – honeymoon & hope 63% preferred PM why?
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Page 4 ©Voice Project hope or hopelessness – eg, a new CEO “The future of this organisation is positive” CEO Tenure (Months) Percent “Agree” or “Strongly Agree” 50th Percentile Top & Bottom Quartiles
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Page 5 ©Voice Project Psychology honours thesis of Soseh Demirian (2006) 4 change journeys High Low Performance Very Weak Weak Average Strong Very Strong Strong & Improving to Very Strong Strong but Worsening to Average Weak but Improving to Average Weak & Worsening to Very Weak
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Page 6 ©Voice Project impact of journeys on engagement High Low Engagement The direction of change is more important than the level of performance; our pessimism/optimism tends to overreact and become self-reinforcing Weak & Worsening to Very Weak Weak but Improving to Average Strong but Worsening to Average Strong & Improving to Very Strong
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Page 7 ©Voice Project our “7 Ps” model of passion & progress
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Page 8 ©Voice Project priority matrix for change optimism We’re in this together
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Page 9 ©Voice Project our leadership model
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Page 10 ©Voice Project priority matrix for leader optimism Be creative & bold Enjoy your work, have a laugh
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Page 11 ©Voice Project Pessimism may be a default, but optimism can override Change brings emotional turbulence, and we are quick to overreact to the perceived direction of change To build change optimism: 1.Achieve early positive momentum through quick wins and visual symbols of success 2.Build a strong sense of social cohesion between levels & units 3.Be creative and bold, in a way that resonates with staff 4.Manage stress well, enjoy work, have fun, laugh summary & key lessons
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