1. Are You Managing The Change? Or Is The Change Managing You?
Kimberly A. Miller, Ph.D.

2. What is Change?
“A new state that is created by altering, removing, exchanging or eliminating the current state in which you are existing.”
~Kimberly A. Miller, Ph.D.

3. How is Changed Perceived?
Good/Positive
Opportunity
Better/different
Relief
Answer to prayer
Gift
More control
Gain
Bad/Negative
Things were fine/tolerable
Unexpected
Unprepared
Unwanted
Stress
Less control
Loss

4. What Affects Perceptions of Change?
Situations/circumstance
Skill set (ability to practice)
Power/control
Value/benefit
Level of preparation
Communication
Level of coping/resources
Accuracy of expectations
Filters/past experiences/beliefs

5. Why is Change Hard? Fear comes first Reactionary is the norm
Outside your comfort zone
Modification of mindset
Unprepared
Baggage
Bad is stronger than good

6. Steps In Organizational
Change Management

7. Assessment What do you want to change? Why do you want to change it?
What are the specific results you are seeking?
Are there multiple ways to obtain the results?
Have you tried the change in the past and its failed?

8. Centrality of Control in Change
Impacts
Empowerment
Resources
Anticipate
Future
Level Of
Control

9. Anticipate The Future Instills predictability & stability
Path clearly laid out (know what to expect)
Identify obstacles with plan to navigate them
Describe the destination and take it one step at a time

10. Obtain/Preserve Resources
Are challenges exceeding capabilities?
How many assimilation points do they have left?
Reduce # of change initiatives
Do they need skills/practice?
Self care/coping (feel but don’t stay stuck)
Actively meet employees needs

11. Empowerment Give employees a voice in the change process
Share power/ownership
Allow them to own the change
Participate in its implementation
Perspective
Where is your focus?

12. Impacts Reduce direct effects Over communicate
New behaviors easy/old one’s hard
Over communicate
Explain the “why”
Connect change to values/identity
Teach skills and provide practice time
Don’t change too much at once

13. Communication Plan What is changing and why? (include timeline)
How will life be different in their world?
Detail flow of information, frequency of updates and feedback process
Check receipt of the message
Describe the desired outcome (link to vital behaviors)
Detail the opportunities/gifts in the change

14. Shrink the Change 1 Coaches are masters at this
Instill hope and possibility – see further than the players can
Focus on attaining a sequence of small, visible goals (empower them to get an easy “win”)

15. Results Pyramid Where are You Focused? 2

16. Areas To Create Experiences 3
Personal:
Communication about change/partnership in change effort
Skills taught and linked to their values/identity
Dedicated practice time, support & reinforcement
Social:
Identify & leverage influencers, have them teach others
Make undiscussable discussable
Change is talked about all the time
Accountability/feedback (out group)
Structural/environmental:
Supports change: Hard to do wrong/easy to do right
What are your broken windows?

17. Identify Vital Behaviors 3
What are the behaviors that maintain what you do and don’t want?
It’s never just one behavior
Where should there be problems but there are none?
What behaviors are these people doing that get the “right” result?
Must provide dedicated practice time
Reward these behaviors

18. Dealing With Resistance

19. Reasons For Resistance
Low trust
Challenges their competence
Risk vs. benefits
Attached to the “old” ways
No role models for change
It may really be a bad idea

20. Do you have a Path Problem? 1
When people defy directions, first ask Why.... (could just be drawn to an easier path)
Are your employees on a change path that is clear of obstacles?
Tweak the environment to make the right behaviors a little easier and the wrong ones a little harder
If you can change the path you can change the behavior

21. Questions

22. References
Heath, C. & Heath, D. (2010). The Switch: How to Change Things When Change is Hard. Crown Business: New York.
Connors, R. & Smith, T. (2011). Change the Culture Change the Game. Penguin Group: New York.
Patterson, K., Grenny, J., Maxfield, D., McMillan, R., & Switzler, A. (2008). Influencer. McGraw Hill: New York.

23. Kimberly A. Miller & Associates Law Enforcement Consulting Services Leading You to Excellence