1. Why Change is Resisted and What to Do About it. LISA LAHEY, Ed.D. Harvard Graduate School of Education Minds at Work

2. Social Services and Well-Being (Wales) Act

3. Who needs to change for this Act to be a success? To name a few: Your supervisees? Your team members? Local Authorities? Other agencies? The people who need care? Family members and friends of the people who need care? You?

4. A recent heart study showed: that when heart doctors tell their seriously at- risk heart patients that they will literally die if they do not make changes to their personal lives– diet, exercise, smoking… 2 years after surgery, 90% had not changed their lifestyles Source: Dr E Miller, Dean of Johns Hopkins Medical School, 2005

5. “The single biggest failure of leadership is to treat adaptive challenges like technical problems” Heifetz and Linsky, Cambridge Leadership Associates

6. Technical vs. Adaptive 1.Easy to identify1.Difficult to identify (easy to deny)

7. Technical vs. Adaptive 1.Easy to identify 2.Often lend themselves to straightforward solutions 1.Difficult to identify (easy to deny) 2.Require changes in values, beliefs, roles, relationships, & approaches to work

8. Technical vs. Adaptive 1.Easy to identify 2.Often lend themselves to straightforward solutions 3.Often can be solved by an authority or expert 1.Difficult to identify (easy to deny) 2.Require changes in values, beliefs, roles, relationships, & approaches to work 3.People with the problem do the work of solving it

9. Technical vs. Adaptive 1.Easy to identify 2.Often lend themselves to straightforward solutions 3.Often can be solved by an authority or expert 4.Require change in just one or a few places; often contained within organizational boundaries 1.Difficult to identify (easy to deny) 2.Require changes in values, beliefs, roles, relationships, & approaches to work 3.People with the problem do the work of solving it 4.Require change in numerous places; usually cross organizational boundaries

10. Technical vs. Adaptive 1.Easy to identify 2.Often lend themselves to straightforward solutions 3.Often can be solved by an authority or expert 4.Require change in just one or a few places; often contained within organizational boundaries 5.People are generally receptive to technical solutions 1.Difficult to identify (easy to deny) 2.Require changes in values, beliefs, roles, relationships, & approaches to work 3.People with the problem do the work of solving it 4.Require change in numerous places; usually cross organizational boundaries 5.People often resist even acknowledging adaptive challenges

11. Technical vs. Adaptive 1.Easy to identify 2.Often lend themselves to straightforward solutions 3.Often can be solved by an authority or expert 4.Require change in just one or a few places; often contained within organizational boundaries 5.People are generally receptive to technical solutions 6.Solutions can often be implemented quickly—even by edict 1.Difficult to identify (easy to deny) 2.Require changes in values, beliefs, roles, relationships, & approaches to work 3.People with the problem do the work of solving it 4.Require change in numerous places; usually cross organizational boundaries 5.People often resist even acknowledging adaptive challenges 6.“Solutions” require experiments and new discoveries; they can take a long time to implement and cannot be implemented by edict

12. Examples: Technical vs. Adaptive Take medication to lower blood pressure Change lifestyle to eat healthy, get more exercise and lower stress

13. Examples: Technical vs. Adaptive Take medication to lower blood pressure Implement electronic ordering and dispensing of medications in hospitals to reduce errors and drug interactions Change lifestyle to eat healthy, get more exercise and lower stress Encourage nurses and pharmacists to question and even challenge illegible or dangerous prescriptions by physicians

14. Examples: Technical vs. Adaptive Take medication to lower blood pressure Implement electronic ordering and dispensing of medications in hospitals to reduce errors and drug interactions Taking your elderly parent’s car from him or her Change lifestyle to eat healthy, get more exercise and lower stress Encourage nurses and pharmacists to question and even challenge illegible or dangerous prescriptions by physicians Having a courageous conversation about his or her loss of independence and fear of dependence

15. Examples: Technical vs. Adaptive Take medication to lower blood pressure Implement electronic ordering and dispensing of medications in hospitals to reduce errors and drug interactions Taking your elderly parent’s car from him or her Change lifestyle to eat healthy, get more exercise and lower stress Encourage nurses and pharmacists to question and even challenge illegible or dangerous prescriptions by physicians Having a courageous conversation about his or her loss of independence and fear of dependence Many challenges have BOTH technical and adaptive dimensions to them

16. Hypotheses: why is “technical” the most common frame?

18. To get better at taking my daily prescription On a 1-5 scale, how imp.? 5 Why imp.? Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack © Minds at Work 1. Commitment / Improvement Goal

19. 2. Doing/ Not Doing To get better at taking my daily prescription On a 1-5 scale, how imp.? 5 Why imp.? Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack I don't take it every day as prescribed When it runs out, I don't promptly refill it When I get those automatic phone calls from my pharmacy telling me that my medications are ready to be refilled, I hang up right in the middle of voice mail message © Minds at Work 1. Commitment / Improvement Goal

21. “New Year’s Resolution” or “Dieter’s” Model of Change

22. 2. Doing/ Not Doing 3. Hidden Competing- Commitment To get better at taking my daily prescription 5: Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack I don't take it every day as prescribed When it runs out, I don't promptly refill it When I get those automatic phone calls from my pharmacy telling me that my medications are ready to be refilled, I hang up right in the middle of voice mail message © Minds at Work 1. Commitment / Improvement Goal Worries: if I don't take that drug every single day, I could have a stroke and die

23. 2. Doing/ Not Doing 3. Hidden Competing- Commitment To get better at taking my daily prescription 5: Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack I don't take it every day as prescribed When it runs out, I don't promptly refill it When I get those automatic phone calls from my pharmacy telling me that my medications are ready to be refilled, I hang up right in the middle of voice mail message To not feel like an old, sick man To not be reminded daily of my mortality To avoid feeling aware of my mortality © Minds at Work 1. Commitment / Improvement Goal Worries: if I don't take that drug every single day, I could have a stroke and die I‘ll feel like an old sick man. Like an invalid with a foot in the grave

24. Behavior Goal Hidden “Goal” Immune System “The single biggest failure of leadership is to treat adaptive challenges like technical problems” Heifetz & Linsky

26. What are the mindset changes that need to happen… For: Your supervisees? Your team members? Local Authorities? Other agencies? The people who need care? Family members and friends of the people who need care? You?

27. Try this on: everyone has an immunity to change … To name a few: Your supervisees Your team members Local Authorities Other agencies The people who need care Family members and friends of the people who need car You

28. 2. Doing/ Not Doing3. Hidden Competing- Commitment To get better at giving critical performance feedback 5+ This is a crucial leadership responsibility. As is, I am not holding people accountable because I’m not having these conversations. I’m squandering a huge improvement lever. I don’t make appointments to talk When in conversation, I don’t state my view firmly (I sugar-coat my words, dance around the message, make indirect comments)- To not offending people - To not being disliked, disagreeable or seen as anything but a good guy - To no one getting upset and/or angry -To not come off as holier-than-thou © Minds at Work 1. Commitment / Improvement Goal Worries: I’ll offend people; won’t be liked; will be seen as a pain-in-the- butt; could anger the person

29. 2. Doing/ Not Doing3. Hidden Competing- Commitment To be a better listener 5 To help someone towards well-being, I need to understand what that means to him or her. I truly want my clients to be as happy as they can. Interrupt others by - paraphrasing - complete their sentences Not taking the time to understand what others are saying – and why. Not stepping into their shoes Not asking questions Thinking about what I am going to say in response - To not losing control; to having things go my way - To not being marginalized - To minimizing difficult emotions -To not losing my professionalism © Minds at Work 1. Commitment / Improvement Goal Worries: I’ll lose control; I won’t be heard; I’ll get emotional

30. Behavior Goal Hidden “Goal” Immune System “The single biggest failure of leadership is to treat adaptive challenges like technical problems” Heifetz & Linsky

31. Behavior Goal Hidden “Goal” Immune System

33. Write in the top portion of Column 4: “Big Assumption” Ask yourself: ‘What assumptions must I be making that would keep me captive of (or give rise to) my col. 3 commitment?’ Either/or Black/white Either/or Black/white

34. 2. Doing/ Not Doing 3. Hidden Competing- Commitment 4. Big Assumptions To get better at taking my daily prescription 5: Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack I don't take it every day as prescribed When it runs out, I don't promptly refill it When I get those automatic phone calls from my pharmacy telling me that my medications are ready to be refilled, I hang up right in the middle of voice mail message To not feel like an old, sick man To not be reminded daily of my mortality To avoid feeling aware of my mortality If I take my prescription daily, I will necessarily feel old and on death’s door Taking a daily medication means there is something wrong with me Being aware of my mortality takes the fun out of my life © Minds at Work 1. Commitment / Improvement Goal Worries: I‘ll feel like an old sick man. Like an invalid with a foot in the grave

35. 2. Doing/ Not Doing3. Hidden Competing- Commitment 4. Big Assumption To get better at giving critical performance feedback 5+ This is a crucial leadership responsibility. As is, I am not holding people accountable because I’m not having these conversations. I’m squandering a huge improvement lever. I don’t make appointments to talk When in conversation, I don’t state my view firmly (I sugar-coat my words, dance around the message, make indirect comments)- To not offending people - To not being disliked, disagreeable or seen as anything but a good guy - To minimizing negative emotions - To not getting myself upset & angry Giving critical feedback will offend people If I offend people, am not liked, I will be left alone If I offend someone, they’ll strike back, and then I’ll get upset and either stew in it all day or react badly in the moment People aren’t going to change due to my input © Minds at Work 1. Commitment / Improvement Goal Worries: I’ll offend people; won’t be liked; will be seen as a pain-in-the- butt; could anger the person

36. 2. Doing/ Not Doing3. Hidden Competing- Commitment 4. Big Assumptions To be a better listener 5 To help someone towards well-being, I need to understand what that means to him or her. I truly want my clients to be as happy as they can. Interrupt others by - paraphrasing - complete their sentences Not taking the time to understand what others are saying – and why. Not stepping into their shoes Not asking questions Thinking about what I am going to say in response - To not losing control; to having things go my way - To not being marginalized - To minimizing difficult emotions -To not losing my professionalism If I listen to the other person, then I will lose control and their point of view will prevail If I listen, the other person who think I agree with him/her even when I don’t I have more experience than the other person. I know what’s best. Experiencing difficult feelings is unprofessional Short-term “win” in the conversation is important © Minds at Work 1. Commitment / Improvement Goal Worries: I’ll lose control; I won’t be heard; I’ll get emotional

37. “Whether you think you can or can’t, you’re probably right” Henry Ford

38. Overturning Immunity to Change Model of Change EXAMINE YOUR LENS Bias? Distortion? Always true?

39. Testing the big assumptions Why? To get information about your Big Assumption … specifically, how accurate it is The purpose is not to try immediately to improve or get better How? Try to imagine a realistic situation that would yield disconfirming data; design it so that it is: – Safe – Modest – Actionable – Research (data-driven) – Tests your big assumption

40. 2. Doing/ Not Doing 3. Hidden Competing- Commitment 4. Big Assumptions To get better at taking my daily prescription 5: Because taking it will lower my cholesterol and my doctor says it will prevent me from having a heart attack I don't take it every day as prescribed When it runs out, I don't promptly refill it When I get those automatic phone calls from my pharmacy telling me that my medications are ready to be refilled, I hang up right in the middle of voice mail message To not feel like an old, sick man To not be reminded daily of my mortality To avoid feeling aware of my mortality If I take my prescription daily, I will necessarily feel old and on death’s door Taking a daily medication means there is something wrong with me Being aware of my mortality takes the fun out of my life © Minds at Work 1. Commitment / Improvement Goal Worries: I‘ll feel like an old sick man. Like an invalid with a foot in the grave

41. © Way to Grow INC, LLC. All Rights Reserved. UNCONSCIOUSLY “IMMUNE ” CONSCIOUSLY “IMMUNE” FOLLOW UP WORK TO OVERTURNING YOUR “IMMUNE SYSTEM” STEP 1:OBSERVE THE BIG ASSUMPTION IN ACTION STEP 2:STAY ALERT TO NATURAL CHALLENGES & COUNTERS TO THE BIG ASSUMPTION STEP 3:WRITE THE BIOGRAPHY OF YOUR BIG ASSUMPTION STEP 4: DESIGN A FIRST TEST OF YOUR BIG ASSUMPTION STEP 5:EXAMINE THE RESULTS OF YOUR FIRST TEST STEP 6:DEVELOP / RUN / EVALUATE FURTHER TESTS STEP 7: CONSOLIDATE YOUR LEARNING CONSCIOUSLY “RELEASED” UNCONSCIOUSLY “RELEASED” www.mindsatwork.com

42. Summary: Why is change so hard? We too often miss the adaptive nature of the challenge. Implications for your leadership: Look for the adaptive dimensions of the work, not just the technical.

43. Summary: Why is change so hard? We too often miss the adaptive nature of the challenge. Implications for your leadership: Look for the adaptive dimensions of the work, not just the technical. Know that the work will require many adults in the system to continue to grow and develop.

44. Summary: Why is change so hard? We too often miss the adaptive nature of the challenge. Implications for your leadership: Look for the adaptive dimensions of the work, not just the technical. Know that the work will require many adults in the system to continue to grow and develop. Recognize and cultivate people’s intrinsic motivation to grow.

45. Summary: Why is change so hard? We too often miss the adaptive nature of the challenge. Implications for your leadership: Look for the adaptive dimensions of the work, not just the technical. Know that the work will require many adults in the system to continue to grow and develop. Recognize and cultivate people’s intrinsic motivation to grow. Remember: neither change in mind-set nor change in behavior alone leads to transformation, but that each must be employed to bring about the other. And this takes time.

46. Summary: Why is change so hard? We too often miss the adaptive nature of the challenge. Implications for your leadership: Look for the adaptive dimensions of the work, not just the technical. Know that the work will require many adults in the system to continue to grow and develop. Recognize and cultivate people’s intrinsic motivation to grow. Remember: neither change in mind-set nor change in behavior alone leads to transformation, but that each must be employed to bring about the other. And this takes time. Provide the safety necessary for people to take the kinds of risks inherent in changing their minds. Model learning yourself.

47. Start with yourself… Enacting Social Services and Well-Being Act will require many changes—technical, adaptive, and both. Various people will need to make changes. Identify one self-improvement goal (something that you need to get better at in order to be more helpful in this change initiative) 2-3 minutes individual think time. Jot down headlines.

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49. 2. DOING / NOT DOING 3. COMPETING / HIDDEN “GOAL” 4. BIG ASSUMPTIONS What is the most important thing I need to get better at in order to contribute to the new health reform? (Then turn this into a goal statement) What am I current doing and not doing that gets in the way of my column 1 Goal? Imagine doing the opposite of your col. 2 behaviors. What fears come up for you? Then, drawing on the idea that you may have a commitment to keep that fear from happening, turn your fear into a “commitment” statement. What assumptions must I be making that make my col. 3 make perfectly good sense? © Minds at Work 1. SELF- IMPROVEMENT GOAL

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