1. 1 The Challenge of Changing Part II Harold V. Langlois

2. 2 Introduction Perceptions of change influence behavioral choices Perceptions of change influence behavioral choices Past experiences create a sense of meaning which has a significant impact on the way that we perceive the future Past experiences create a sense of meaning which has a significant impact on the way that we perceive the future Becoming anchored in past experiences can limit learning capacity for moving forward Becoming anchored in past experiences can limit learning capacity for moving forward

3. 3 The Nature of Experiences

4. 4 Changing Conditions

5. 5 Types of Change Incremental Change Incremental Change More gradual More gradual Less intensity Less intensity Delegation-oriented Delegation-oriented Focus on planning and execution Focus on planning and execution Built on previous assumptions Built on previous assumptions Discontinuous Change Discontinuous Change Systemic Change High intensity Leader-driven Focus on altering assumptions

6. 6 Discontinuous Change

7. 7

8. 8 Types of Change Management

9. 9 Why Do We Miss the Tsunami? Knowing is very different from thinking Knowing is very different from thinking Knowing is incremental and additive to our memory Knowing is incremental and additive to our memory The tsunami is unknown and based on probabilistics The tsunami is unknown and based on probabilistics We are more likely to capture frequency than we are amplitude We are more likely to capture frequency than we are amplitude

10. 10 Why Thinking Produces Anxiety Sense making is an activity analogous to being a cartographer, a “mapmaker” Sense making is an activity analogous to being a cartographer, a “mapmaker” It’s using one’s memory to map the social terrain It’s using one’s memory to map the social terrain This is an interpersonal process that requires various perspectives This is an interpersonal process that requires various perspectives When contemplating the past, memory always wins - it’s what we know! When contemplating the past, memory always wins - it’s what we know! Why does our memory often fail us? Why does our memory often fail us?

11. 11 Implications Memory incorporates these events and begins to draw a new map to facilitate something learned. Now we own it. NEUROPLASTICITY Memory incorporates these events and begins to draw a new map to facilitate something learned. Now we own it. NEUROPLASTICITY Continued reinforcement through repetitive communication and personalized contact - face to face - reduces amplitude of new experience and begins to become part of our shared meaning Continued reinforcement through repetitive communication and personalized contact - face to face - reduces amplitude of new experience and begins to become part of our shared meaning

12. 12 Change and Remapping

13. 13 Sense-Making Scratching around together constructing shared mapmaking activities produces new meaning and develops commitment Scratching around together constructing shared mapmaking activities produces new meaning and develops commitment The person is “disturbed” enough to be shaken from his/her historical glide path, wakes up, gets excited, experiences anxiety, learns, changes, creates new meaning, and develops new commitment and interrelationships The person is “disturbed” enough to be shaken from his/her historical glide path, wakes up, gets excited, experiences anxiety, learns, changes, creates new meaning, and develops new commitment and interrelationships One returns to a comfort zone One returns to a comfort zone

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15. 15 Pitfalls of Poor Decision Making Flaws in Thought Processes Flaws in Thought Processes Failure to translate thoughts to effective behavior Failure to translate thoughts to effective behavior Unconscious routines for coping with complexity (Heuristics) Unconscious routines for coping with complexity (Heuristics) Flaws in Reasoning (e.g., clarity = proximity) Flaws in Reasoning (e.g., clarity = proximity) Sensory misperceptions Sensory misperceptions Reasoning biases Reasoning biases Irrational anomalies in thinking Irrational anomalies in thinking

16. 16 The Framing Trap Creating an argument that is self- fulfilling Creating an argument that is self- fulfilling Framing a series of observations may guarantee the desired outcome Framing a series of observations may guarantee the desired outcome Look at how the argument is being framed Look at how the argument is being framed Observe any distortions in logic Observe any distortions in logic Pose problems in a neutral way Pose problems in a neutral way

17. 17 The Framing Trap, continued Reframing the problem to be more solution-oriented Reframing the problem to be more solution-oriented Ask if outcome would change if framed in another way Ask if outcome would change if framed in another way Evaluate different framing options Evaluate different framing options

18. 18 Anchoring Trap Disproportionate weight to initial information Disproportionate weight to initial information Estimates of risk or benefit Estimates of risk or benefit Suitability of a specific option Suitability of a specific option Need to uncover these predispositions Need to uncover these predispositions Help to articulate goals and expectations Help to articulate goals and expectations Use leading questions to establish baselines Use leading questions to establish baselines Act as coach Act as coach Note references to previous experiences or expectations of outcomes Note references to previous experiences or expectations of outcomes

19. 19 Utilizing Anchors Anchors may arise from associations with a friend, coworker, or colleague Anchors may arise from associations with a friend, coworker, or colleague Affiliations create a natural flow of information Affiliations create a natural flow of information These connections may lead to broader networking within the organization These connections may lead to broader networking within the organization

20. 20 Navigating Around Anchors Help others to recognize that past conditions may be different from present realities Help others to recognize that past conditions may be different from present realities Organizational changes; career stage Organizational changes; career stage Avoid having past anchors cause lost opportunities or unwarranted conflicts Avoid having past anchors cause lost opportunities or unwarranted conflicts Encourage listener to describe his/her views Encourage listener to describe his/her views

21. 21 Navigating Around Anchors (continued) Unfreezing old connections; creating new expectations Unfreezing old connections; creating new expectations Consultation as a tool Consultation as a tool Focus on transactions and innovation Focus on transactions and innovation Historical anchors are usually given too much weight Historical anchors are usually given too much weight Can lead to faulty strategies or blocked creativity and innovation Can lead to faulty strategies or blocked creativity and innovation

22. 22 Encouraging Creativity Help others to explore alternative perspectives Help others to explore alternative perspectives Utilize different starting points to shift the line of reasoning Utilize different starting points to shift the line of reasoning Refocus viewpoint to better fit current realities Refocus viewpoint to better fit current realities Be sensitive to listener’s discomfort with change Be sensitive to listener’s discomfort with change

23. 23 Exploring Different Alternatives Think through the different scenarios with others (brainstorming) Think through the different scenarios with others (brainstorming) Utilize other professionals for expertise and feedback Utilize other professionals for expertise and feedback Seek information on others’ successes, both within and outside the organization (e.g., case studies) Seek information on others’ successes, both within and outside the organization (e.g., case studies)

24. 24 Summary Sense-making is always challenging and never-ending Sense-making is always challenging and never-ending We can utilize heuristics to understand the traps that may hinder our decision making and to develop strategies for navigating around the traps We can utilize heuristics to understand the traps that may hinder our decision making and to develop strategies for navigating around the traps More about heuristics next time! More about heuristics next time!