1. Developed and Facilitated by: Jan Dwyer Bang, MBA, CSP City of Pasco May 30, 2014 Leading the Charge for Change

3. Full service city Safe, culturally-rich 2004-2007 fastest growing city in the state and in nation

4. After attending this session, you will be able to:  Identify the four crucial stages of change and discover where you are in the change process at the city of Pasco  Discover practical ways to overcome fears and embrace change  Communicate the benefits of accepting change to your team  Engage your entire team in a successful change effort

9. Change

11. Common Language Safe for everyone to use Non-threatening Non-judgmental

13. The Seven Dynamics of Change 1.People will feel awkward, ill-at-ease and self-conscious. Key Strategy: Communicate the change. Common wonder: “I wonder if I’ll ever get used to the new way.” 2.People will think about what they give up. Key Strategy: Don’t try to sell the benefits of the change effort initially. Legitimize the losses, and allow them to mourn. Common wonder: “I wonder how I’ll get along without _______.”

14. The Seven Dynamics of Change 3.People will feel alone even if everyone is going through the change. Key Strategy: Structure activities that create involvement. Encourage them to share ideas and work together to help each other. Common wonder: “I wonder why I’m the only one in this mess.” 4.People can handle only so much change. Key Strategy: Set priorities, and go for the long run. Common wonder: “I wonder when they’ll stop changing the rules on me.”

15. The Seven Dynamics of Change 5.People are at different levels of readiness for change. Key strategy: Don’t label or pick on people. Recognize that some people are risk-takers and others take longer to feel secure. Common wonder: “I wonder if I’ll ever catch up.” 6.People will be concerned that they don’t have enough resources (Time, money, skills, etc.). Key Strategy: Encourage creative problem solving. Common wonder: “I wonder where I’ll ever find what I need.”

16. The Seven Dynamics of Change 7.If you take the pressure off, people will revert back to old behaviors. Key Strategy: Keep a focus on maintaining the change, and manage the journey. Common wonder: “I wonder what that was all about.”

17. Change always comes bearing gifts. -Price Pritchett

18. The only difference between a rut and a grave is their dimensions. -Ellen Glasgow Change

19. Our only security is our ability to change. -John Lilly Change

20. The Four-Step Change Model Phase 1 : Denial – There are feelings of numbness, a “this isn’t happening” feeling. Disbelief. Phase 2: Resistance – There is self-doubt, anger, depression, anxiety, frustration. Phase 3: Exploration – There is a focused energy on the future. There is a re-inventing of self and a time of excitement. Phase 4: Commitment – There is a renewed focus on a plan with a new mission and action plans to make this new change work.

21. DenialResistanceExplorationCommitment Seek more information about the change. Talk with others who will be affected by the change. Understand the proposed change and try to understand the real impact on you. Identify and explore your concerns with the change. Bring your losses out in the open. Talk with others who can listen to your feelings, thoughts, and perspective. Get feedback on your ideas. Seek people who have experienced similar changes. Celebrate your movement in this change process. Don’t expect everyone to be where you are in the stage.

22. Change vs. Transition Transition includes: ◦Ending ◦Neutral Zone ◦Beginning

23. Overcoming Resistance It is hard to overpower resistance – but what we can do is absorb, redefine, and refocus Ask your staff questions and listen to the objections Make sure that your staff knows you have understood their message Remember – the goal of a change agent is seldom winning over others, but in getting on the same side. Most people like what comes out of their mouth than what comes out of yours From Dr. Terry Paulson, The Change Letter

24. Change is the process of transforming something from one state to another. To make or become different; Alter. Change

25. Stress: A force that tends to strain or deform. Mental, emotion, or physical tension, stress, or distress. Stress

26. Stress-resistant workers have higher levels of: Commitment –They are involved in their work and create a sense of purpose. They know what they do matters! Control –They experience a sense of personal power. -(From Survive and Thrive in Times of Change, Cynthia D. Scott and Dennis T. Jaffe, Training & Development Journal, 1998)

27. Stress-resistant workers have higher levels of: Challenge –They see change as an opportunity - not as something to avoid or fear. Connection –They value their friendships with people; feel respected and connected with those around them. -(From Survive and Thrive in Times of Change, Cynthia D. Scott and Dennis T. Jaffe, Training & Development Journal, 1998)

28. Communicating the Change

29. Administering the DiSC Preview Assessment  It is not a test.  You cannot pass or fail.  There are no right or wrong answers.  There is no one style that is better than another.

30. DiSC® Preview helps us identify the different ways we behave so we can: Minimize potential conflict with others Maximize our potential for success Purpose

31. D DOMINANCE I INFLUENCE S STEADINESS C CONSCIENTIOUSNESS Loves challenges Fear: Loss of Control Limitations: Lack of concern for others Persuades others Fear: Social rejection Limitations: Disorganization Achieves stability Fear: Change Limitations: Overly willing to give Quality Focus Fear: Criticism of work Limitations: Perfectioninstic

32. PPT 4-2 PPT 4-3 PPT 4-4 Thoughtful Steadiness Accepting Influence Accepting Steadiness Active Questioning Dominance PPT 4-7 Influence Active Dominance Questioning Conscientiousness Direct, results-oriented Expressive, Relationship Analytical, DeliberateSupportive, Cooperative

33. Active Thoughtful

34. QuestioningAccepting

35. Active Thoughtful AcceptingQuestioning

36.  Goals  Fears  Motivations  Ways of seeing the world PPT 9-6 Considerations

37. There is no best style. All styles have strengths and limitations. All styles can be more or less effective. People are a mixture of styles. PPT 7-3 There are no good or bad styles. Remember That… Introduction to People Reading

38. Body Language Posture Use of hands Facial expressions Tone Pace Inflection Volume Words PPT 7-4 Observable Behavior

39. No one has a “pure style” People reading is not designed to label people People reading can help us interact more effectively with others PPT 7-12 Review

40. Step 1 : Recognize People have different communication styles. PPT 9-9

41. Step 2: Understand Step 1 : Recognize People have different Goals Fears Motivations Ways of seeing the world PPT 9-10

42. Step 3: Adapt D C S Step 2: Understand Step 1 : Recognize Develop productive interactions by adapting as needed. D C S i PPT 9-11

43. Conflict and Stress PPT 6-2

44. Behaviors in the extreme OH-23 In normal situations Under pressure Extreme behavior DIn charge, decisive DemandsLeaves iPersuasive, enthusiastic OversellsGives up Pouts SSupportive, friendly Gives inActs hurt Accuses CCareful QuietIs indecisiveGets emotional Attacks

45. D i S C Tends to: ASSERT Tends to: SUPPRESS PPT 6-16

46. D i S C Focuses on: FEELINGS Focuses on: LOGIC PPT 6-17 Responses to Conflict

47. PPT 6-17 WITHDRAW Goal: Justice COMPLY Goal: Harmony EXPRESS Goal: Acknowledgement DEMAND Goal: Victory Focuses on: FEELINGS Tends to: SUPPRESS Focuses on: LOGIC Tends to: ASSERT PPT 6-18

48. Relationships with One Another We don’t know the full picture We don’t know the intent of the other person Most likely there was joint contribution We need to approach the other person with a “learning” mind frame We may not have realistic expectations (Adapted from Difficult Conversations, Douglas Stone)

49. OH-23  What is your communication style?  What happens when you are stressed?  Identify what you need from the team to be effective.  As a team, talk about how you can work together. Enhancing Team Effectiveness

50. The role of a Mindset Fundamental change is driven by mindset Mindset is to the individual as culture is to the organization The prevailing or dominant mindset in any organization wants change to be easy or comfortable What people believe and assume dictates their behavior (Adapted from Mastering Change – Group Health Cooperative)

51. Be a “Change Winner!” Change Winners:Change Losers: Anticipate change in their lives – personally and professionally Live proactively and have well- established self-care strategies in their life Plan their lives with “margin” Keep short accounts with stress Are not afraid to ask for help Avoid the victim mentality Are open to multiple perspectives Understand the stages of change/transition and apply coping strategies Learn from each change Let themselves grieve the losses Are continually blind-sided by changes Live reactively and tend to be undisciplined in their self-care Live life with little “margin” Allow minor stresses to build up Are blind to the value of a support network Get stuck in the “poor” me mentality Believe their view is the “right” view. Ignore the change stages and get stuck in unproductive behaviors Avoid learning from each change Avoid the grieving process

52. Quote Things do not change; we change. -Henry David Thoreau

53. OH-23 Is there a predominant style that describes your team?  D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed  i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

54. OH-23  S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation  C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards Is there a predominant style that describes your team?

55. OH-23 Implications of Group Culture What does your group value the most? What types of behaviors does it reward? What does it encourage?  D culture - Results, independence, achievement, decisiveness, and success  i culture - Enthusiasm, optimism, collaboration, passion, and fun  S culture - Thoughtfulness, teamwork, humility, stability, and harmony  C culture - Accuracy, dependability, precision, competency, and quality

56. Action Planning

57. After attending this session, you will be able to:  Identify the four crucial stages of change and discover where you are in the change process at the city of Pasco  Discover practical ways to overcome fears and embrace change  Communicate the benefits of accepting change to your team  Engage your entire team in a successful change effort