1. “It’s not our differences that divide us, it’s our judgments about each other that do.” (Meg Wheatly)

2. Agenda:  Introduction/ Setting the Context  Applying the Cycle of Change Model  Resistance to Change – 3 level Model  Getting Change Back on Track  “The List”  Next Steps/ Action Plans  Resources / ongoing support

3.  Build a case for Change  “that’s a great idea”, “how can I help”,  Get Change Up and Running  Get stakeholders involved from the start of the Change  Have integrated/coordinated Change plans  Sustain Commitment to Change over the long haul  Understand Change takes time, support and follow-thru  Are good at spotting Resistance  Have action plans for when a change derails  Get the change back on track

4.  Change is Really Hard  The Power of Resistance  Leaders don’t like to give up control

5.  Change occurs in cycles  Cycle of Change can help:  See that no change lasts forever  Understand why resistance is occurring  Predict consequences of change approach  Monitor progress/take corrective action

6. Adapted from “Beyond the Wall of Resistance” by R. Maurer Time to Move on In the Dark See the Challenge Get Started Rollout Results

7.  In the Dark/(“one o’clock on cycle”)  Limited Information  See the Challenge (“3 o’clock on cycle”)  The most Important point in life of a change  Get Started (“6 o’clock on cycle”)  Gets most attention in change management literature

8.  Rollout (“8 o’clock on cycle”)  Implementation Phase  Results (“10 o’clock on cycle”)  See Results  Transition to Status Quo  Time to Move on (“12 o’clock”)  Nothing lasts forever

9.  Getting ahead of others on Change Cycle  Resistance  It’s a common Mistake that we all make “I Don’t Get It!” Intellectual “I Don’t Like It!” Emotional “I Don’t Like You” Personal 3 Levels of Resistance

10.  70% of change efforts fail  Executives identify resistances as primary reason for change failures  Real problem is leaders plan changes in ways that create inertia, apathy, opposition

11. “I Don’t Get It!” Intellectual “I Don’t Like It!” Emotional “I Don’t Like You” Personal

12.  Level 1 – “I Don’t Get It”  Make Your Case for change  Level 2 – “I Don’t Like It”  Remove as Much of the Fear as You Can  Level 3 – “I Don’t Like (Trust) You”  Rebuild Damaged Relationships & Tend to Neglected Ones

13. 3 Levels of Resistance 1. “I Don’t Get It!” (Understanding/Intellectual) 2. “I Don’t Like It!” (Reaction/Emotional) 3. “I Don’t Like You!” (Trust/Confidence, Personal)

14.  Make a compelling case for change  Applies no matter what type/size of change  Organizations that ignore this risk failure

15.  Is there an urgency to change?  Who are the stakeholders?  Bridge the Gap between what is “seen”

16.  Who is the champion for the change?  Who needs to support the change?  Who needs to go along with the change?

17.  Pay attention Gaps - what do you see / what do others see  Identify where the disconnects are  Does Gap resist because of lack of shared data

18.  It’s not just about information  People need to understand what you are talking about  People need emotional connection  People must trust the source/trust you

19.  Need more than just thinking you’ve made the case for change  You know that you’ve reached all 3 levels  They got it  They liked it  They trusted what you told them  People ask questions that show interest in what you are saying  Challenge what you are saying out of a real concern  Suggest ways to deal with challenges  Volunteer to help  Take leadership roles  People are saying “I” and “We” not “You” and “They”

20.  Step before starting:  Make the case for change before doing anything else  Address the “Why” before launching the “How”  Now get started:  Involve others in planning and implementation  Communicate the vision and plan  Address long term issues now  Monitor Progress

21.  Shows where you want others to head  Vision points the way  Clear picture of what the end result should look like  When you want to meet the target  Values that are important to support the change  Vision gives people something to aim for

22.  Communication – multi-dimensional  Involve others in planning and delivering communications  Ask for feedback, integrate feedback, ask for more feedback, integrate, ask for feedback …  Monitor progress  Every step of the way  Financial targets  Deadlines  Technical accomplishments  Clarity and motivation

23.  A changed project implemented months ago is slowing to a halt. Examples: 1. Rolled out a change – no one noticed 2. The change project just vanished 3. Resistance - is bringing everything to a stop  If you don’t act to turn things around the project will likely fail.  Whatever the reasons – you must regain support of the stakeholders.  No matter what the situation, you must talk with people you trust and who know what’s really going on – and cover “key questions”.

24.  Pay attention to:  The early warning signs  Dig and find out why things are derailing  Figure out what the data/information means  Ask people what’s going on and Listen  Consider that there may be a lack of leadership commitment/ support

25. What do you think will happen if we continue on as planned? How likely is it that we will be successful? And, why do you think that?  If the problem is technical, financial or priorities go fix the problem.  If it has to do with People need to get “the list” TechnicalFinancialPrioritiesPeople  Wrong software, platforms or equipment  Lack of support may be due to difficulty using technology  Need a technical solution Budget dollars pulled; budget was never enough to start with Need to find money for project from elsewhere or take from other project Are people expected to work on project and continue to complete all other tasks? Then it is a Leadership problem Must back burner other work on tasks – this requires real courage Not engaged Actively resistant Must address the human issues – find out what is on “the list”

26.  After you discover what’s going on (from those you trust to tell you), you need to know what the change stakeholders are thinking and feeling - Get “The List” The reason why people support or oppose the change Utilize – Your Survey Questions.  Remember support/resistance for change comes from 3 levels. 1. People understand what you are talking about or they don’t. 2. They are either excited, committed, engaged in the change – or they are scared out of their wits. 3. Either they trust the people leading them on the project or they fear that the clowns are running the circus.  Once you know what’s on “the list”, you can begin to address the problems.

27.  Beyond the Wall of Resistance  The Magic List: Secrets of successful Organizational Change  The Real Reason People Won’t Change  23 Great Ideas to Help Keep a Change Alive  Carolyn’s contact information cslocombe@roadrunner.comcslocombe@roadrunner.com – 207 929 0238