1. Organizational Culture Change CSDA Leadership Institute 2013

2. Ice Breaker  Cross Your Arms  Clasp Your Hands

3. Change Rule #1  If I’m not a part of the planning of the change, I will resist it more strongly Anecdote: Involve those who you know to be resistors up front

4. Change Rule #2  If I do not see the need for the change, I will resist it Anecdote: Be the inspiration and make a compelling case for change, become a storyteller

5. Change Rule #3  My job is going to change and I am fearful that I will no longer be necessary Anecdote: Communicate to people their value to the organization

6. Change Rule #4  My job will change and I am fearful that I will no longer be good at what I do Anecdote: Acknowledge fear and assure people that there will be plenty of support for them as they change and become masters of new ways of thinking and doing

7. Phases of Change  Shock - A realization that my comfortable and known ways of doing things are not suitable for current or future conditions.  Denial - The changes won’t effect me; there really is no need for change; I refuse to change.  Rational Understanding – I begin to understand the need for change.  Emotional Acceptance - Sometimes the “crisis” stage where it is understood that I will need to adapt  Exercising & Learning - Acceptance makes way for the learning to begin. Simple, easier projects or steps in the beginning can lead to the feeling that I am a success  Realization – As learning continues a feedback loop is created and I begin to understand which behavior is effective in each situation, opening my mind further to the experience  Integration – My new behaviors become routine

8. Sense of Mastery in Change Continuum

9. Change is the Work of Leadership  Leaders set the backdrop for change  Providing The Organization with the Understanding of the Need for Change  People do not respond to change for the sake of change, rather they respond when they understand the underlying need  Create more leaders  Communicate Vision  Understand and Work with Human Response to Change

10. Organizational Values and Culture Change  Create values as an entire organization  Infuse your values throughout your workplace  Visible throughout the building  A foundation for recognition programs  As goal setting in coaching and/or evaluations  As part of hiring and promotional consideration  Model the values that are agreed upon  Do not ignore behavior that does not fit your culture

11. Tools to Lessen Resistance  Storytelling: creating a compelling reason for changes  Communicate from the “why” perspective  Tie the changes back to your organization’s set of Values, Vision, and Mission  Tell the story of the history of your organization  Listen to and Acknowledge Fear  Acknowledging fear aloud instantly cuts it in half, moves it from the emotional brain center to the rational brain center  Communicate early and often, inspire and reassure  Set out a plan to help staff regain mastery  Kai zen: small change  Support and feedback  Infuse Organizational Values into everything you do  Praise the good, correct the mis-steps

12. The Culture of Perfection in a Less Than Perfect World  Real substantial culture change takes time  New employees quicken the pace  Eat, sleep, and breathe the changes you desire  Start with those who are excited about the change and create more change agents  Communicate in many ways  Celebrate the small wins  Listen to your employees and honor their experience