"If the rate of change inside an institution is less than the rate of change outside,
Communicating Change, Inside and Out
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Transcript of Communicating Change, Inside and Out
Missouri S&T
Student Leadership Conference
Jan. 26, 2008Andrew Careaga, Director of Communications
Missouri University of Science and Technology
Communicating Change, Insideand Out
The only person who likes change is a wet baby.
Attributed to Mark Twain
Change is inevitable – except from a vending machine.
Author unknown
Why do we fear it?
CHANGE
From smooth rowing…
… to ‘permanent white water’
Make it personal
What changes have you experienced…
• In your own university?
• In your department?
• In your life?
How do you handle change …
• In your studies?
• In your department?
• In your institution?
• In your life?
What about this change?
• Don’t change the name. Improve the branding.
• The real need is marketing. UMR doesn't need a name change -- UMR needs to market itself for what it is -- a high quality technical university where a kid can get a premium education and find a good job on graduation. … This whole discussion on a name change is a diversion from addressing the real issues facing the university. Lets get out there and market UMR and stop wasting time and resources on organizational diversions.
• Why not go back to Missouri School of Mines? It may not be as accurate anymore either, but at least is a tradition.
• I think the new name should be UstaB! You know MUST UstaB UMR UstaB MSM. Missouri University of Science & Technology.
• As an alumnus currently studying at the University of Oxford, I can certainly speak to the problem of the 'hyphen'. Many of my fellow researchers are familar with the good work being done by the Metallurgists and Ceramists of UMR. Unfortunately, they constantly refer to the 'University of Missouri', NOT the 'University of Missouri hyphen Rolla'.
• Being a former UMR student I can attest to the fact that UMR automatically relegates us to branch status. When you tell people where you went to school the response is typically, "the University of Missouri Rolla". And the standard response is, "So that's another campus for Mizzou?"
• It would make me happy to have an alma mater with a name that sounds like a real school rather than an extension campus, so I am in favor of a name change.
CSI: Rolla
CSI: the Change Style Indicator
Three preferences:• Conserver• Pragmatist• OriginatorHelps us understand:• Our own reactions to change• How others react to changeNo right or wrong, ‘better’ or ‘worse’ style
Adapted from “Leading Change,” University of Missouri Administrative Leadership Program
The three change styles
Conservers Pragmatists Originators
Traditionalists Mediators Change agents
Accept the structure
Explore the structure
Challenge the structure
Prefer incremental change
Prefer functional change
Prefer expansive change
Change and the Conserver
• May appear deliberate, disciplined, organized
• May operate from conventional assumptions
• Enjoy predictability• May appear
cautious and inflexible
• Honor tradition and established practice
Change and the Conserver
At work:• Prefer secure
environment free from unexpected disruptions and surprises
• Appear disciplined and organized
• Skilled at attending to details and facts
• Prefer tested, proven solutions
• Prefer to involve groups in decision-making, problem-solving
Change and the Pragmatist• May appear practical,
agreeable, flexible• Operate as mediators
and catalysts for understanding
• Open to both sides of an argument
• May take more of a middle-of-the-road approach
• Appear more team-oriented
Change and the PragmatistAt work:• The peacemakers, ‘middle-of-
the-roaders’• Appear reasonable, practical• Agreeable, flexible• Appear more team-oriented• Less likely to have hidden
agendas• Mediators• Like an action-oriented
workplace that engages others in a harmonious, participative atmosphere
Change and the Originator• Appear unorganized,
undisciplined, unconventional, spontaneous
• Prefer change that challenges current structure
• Challenge accepted assumptions
• Enjoy risk and uncertainty• May be impractical, miss
important details• Appear visionary,
systemic• Little regard for accepted
policies and procedures
Change and the OriginatorAt work• Prefer quick, expansive
change• Often viewed as change
agent• Tend to loathe repetitive
tasks• May appear undisciplined,
unconventional• Challenge existing
assumptions, rules, regulations
• Regarded as visionary, “out of the box” thinkers
• Idea people
Perceptions: conservers and originators
Conservers see originators as: Originators see conservers as:
Divisive, impulsiveLacking appreciation of tested ways of getting things doneStarting but not finishing projectsNot interested in follow throughWanting changefor change’ sakeNot understandinghow things get done
DogmaticBureaucraticYielding to authorityHaving their head in the sandPreferring the status quo
Lacking new ideas
Perceptions of the pragmatists
Conservers and originators see pragmatists as:
Compromising
Mediating
Indecisive
Easily influenced
Noncommittal
Hiding behind team needs
Collaboration: can wereally all work together
Conservers Pragmatists Originators
Prefer to keep current structure operating smoothly
Prefer balanced inquiry
Prefer to challenge accepted structure
Focus on relationships
Focus on shared objectives
Focus on the task
Encourage building on what is already working
Encourage looking at the current circumstances
Encourage exploring new possibilities
Change and the creative process
Conservers Pragmatists Originators
Verification Perspiration Inspiration
Refine Concretize Conceptualize
Follow through Implement Initiate
Incubation Inspiration Perspiration Verification
Roles in the creative process
Relating theory to reality
Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator)
What would have changed if…
• How could communication among team members have been approved?
• Advantages or limitations to communications approaches?
• What ideas would have the best chance of succeeding?
Change means…
• Conflict
• Changing people
• Team building
• Working in the public realm
• Transformation
• Self-control
• Education
Communicating the benefits
Change will occur if A <BCD
A = Benefit of status quo
B = Pain of maintaining status quo
C = Vision of something better
D = Small steps toward change
The 20-60-20 rule
20% want change no matter what
60% waiting to see focus here
20% will fight you no matter what
0
10
20
30
40
50
60
70
For Undecided Against
Leadership and communication
Principle Leader-communicators’ role and skills
Direction Clarify organization’s direction with a vision plan and translating it into a strategic plan
Implementation Understand how organization works and the steps and actions required to implement the plan
Development Making the most of opportunities to enhance the team’s skills and abilities
Alignment Clarify and change image, core values and programs – communicate internally and externally
Leadership and communication(continued)
Principle Leader-communicators’ role and skills
Institutionalization Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision
Evaluation Monitoring outcomes and improving the delivery of service
The cycle of change
I
Acknowledging
IV
Implementing
Reacting
II
Investigating
III
Cognitive domain
Emotional domain
Pastorientation
Futureorientation
GIVEINFORMATION
GIVEENCOURAGEMENT
GIVEREINFORCEMENT
GIVESUPPORT
Transition and typical reactions
Stage 1
Acknowledging
People are shocked, feel threatened
Denial
People appear distracted, forgetful
Low productivity
Stage 2
Reacting
Various reactions – anger, depression, withdrawal, etc.
People try to “bargain” to do things the old way
People believe they can wait out the change
People go back to stage 1 when their feelings are denied or ignored
Transition and typical reactions(continued)
Stage 3
Investigating
People may display grief/sadness over loss but begin to explore future options
Mix willingness to explore new options with reservation
Emotions range from excitement to anxiety
Stage 4
Implementing
People appear ready to establish new routines, adapt to new systems, help others learn new ways
Comfort with change engenders more flexibility, creativity and risk-taking
The change is viewed as the way things are done
Communication do’s and don’ts
Do’s Don’ts
Acknowledging
Give information
Give visible support
Provide information consistently and repeatedly
Provide facts
Hit people over the head with the truth
Push for acknowledgement (can intensify reacting)
Reacting
Give support
Listen
Acknowledge feelings
Provide time
Be empathetic
Argue
Attempt to convince
Push investigation
Communication do’s and don’tsDo’s Don’ts
Investigating
Give encouragement
Create opportunities to explore
Employ participative decision-making
Outline pros and cons
Push choices
Rush choices
Punish mistakes
Overestimate or misrepresent future options
Implementing
Give reinforcement
Reward effective performance
Support risk-taking and innovation
Encourage communication
Get out of the way
Micromanage
Control choices
Limit participation
‘The Middle Manager’s Dilemma’*Leading change imposed from above
• Reflect before you act– Acknowledge your own feelings– Learn all you can before talking to your team– Be professional
• Influence decision-makers– Use the type of data that is important to your boss– Offer ways to make the change successful– Use humor– Pick your battles
* Title of book by Rick Maurer
Leading change imposed from above
• Get your team involved– Build trust (trust = integrity + competence)– Find ways to make the change your own– Establish common ground– Develop a strategy that attends to both people and
the project
• Build strategic alliances– Be yourself– Do things to prove reliability over time with
stakeholders
A fable about change
Our Iceberg Is Melting:Changing and Succeeding Under Any Conditions
John Kotter, Harvard change management guru
Kotter’s 8-step change process
SET THE STAGE• Create a Sense of Urgency.
– Help others see the need for change and the importance of acting immediately.
• Pull Together the Guiding Team.– Make sure there is a powerful group guiding the change—
one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills.
DECIDE WHAT TO DO• Develop the Change Vision and Strategy.
– Clarify how the future will be different from the past, and how you can make that future a reality.
Kotter’s 8-step change process
MAKE IT HAPPEN• Communicate for Understanding and Buy-in.
– Make sure as many others as possible understand and accept the vision and the strategy.
• Empower Others to Act.– Remove as many barriers as possible so that those who want to
make the vision a reality can do so.• Produce Short-Term Wins.
– Create some visible, unambiguous successes as soon as possible.• Don’t Let Up.
– Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality. Create a Sense of Urgency.
– Help others see the need for change and the importance of acting immediately.
Kotter’s 8-step change process
MAKE IT STICK
• Create a New Culture.– Hold on to the new ways of behaving, and
make sure they succeed, until they become a part of the very culture of the group.
Source: Our Iceberg Is Melting website ( http://www.ouricebergismelting.com/html/8step.html)
Remember…
‘The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.’
John Kotter
Source: David Pohl, "Change or Die," Fast Company, May 2005
(http://www.fastcompany.com/magazine/94/open_change-or-die.html).