Empower Your Business with Dealing with change in the workplace PowerPoint in United States

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great well good afternoon everyone and welcome very excited that you're here for change management in the what on the modern workplace with dr orr um i'm kristy kotek and i'm the executive director of alumni relations and career development here at roosevelt university thank you so much we're excited to have such a good group here with us today um just a couple reminders please again be sure just to keep your mic muted throughout the hour just to create the best quality audio experience for everyone please do feel free to use the chat box um if you have comments or questions we'll um dr orr will be taking questions throughout the hour so again very excited to have you all here without further ado i'd like to introduce our presenter dr deborah orr who is the associate professor of organizational leadership and development here at roosevelt university i'm very excited that she took time out of her busy schedule to connect with all of us and share her expertise and learnings here with our community so to share a little bit more about dr orr she has recently authored team for change a practitioner's guide to implementing change in the modern workplace and she will be sharing a lot of those methods and themes during today's today's webinar she has also been published in a number of journals and two healthcare books our two healthcare books um carry chapters that she authored in november 2020 she received the literati award for outstanding paper on international it's an international research award which is a very uh just just a very prestigious honor she's also an active consulting working with organizations both large and small established and start-up she has served as an executive coach for entrepreneurs for fortune 100 presidents and a member of the u.s congress and as an award-winning writer and an award-winning change management consultant ongoing researcher and leadership executive coach organization development consultant and frequent academic presenter dr orr is a scholar practitioner concentrating her efforts on bringing the newest academic research to life within the context of organizations so she's not busy at all um so that's why i say we're so lucky that she has dedicated some time to share her expertise um and her book with us today so dr orr i will go ahead and turn it over to you again thank you so much for being here with us thanks so much christy and i especially want to thank all of my students my current students and my former students who are here i'm really gratified that you would take time out of your schedules to be here i also want to thank all of my colleagues who i see who are here um uh both academic colleagues uh who are current and colleagues who i've worked with in the past who i can see popping in so thanks so much i really do appreciate it's nice to see friendly faces that um you're familiar with um i uh normally like to do introductions during um trucks you know that but there's a big group here and i don't if we did that we would spend all the time introducing ourselves so we can't really do that so um i apologize for that i will take a look at the list and send you all notes afterwards and i'm just very grateful for your time and attention for being here i tend to present in a very conversational way so if you have questions about things that i'm talking about please put them in the chat christy's going to monitor that i'm not going to watch it too carefully because i want to pay attention to what i'm talking about but i will stop periodically and ask for questions and um christy's going to pop them up or comments and we will definitely take care of that as we go i'm going to pull up some slides that i've got so that we can um start sharing so we've got that going slideshow let's see here from the beginning how about that everybody see that give me a thumbs up all right great so the book is entitled team for change a a practitioner's guide to implementing change in the modern workplace uh one of the quotes that i thought was really great to start out with is the measure of intelligence is the ability to change and i thought that one was particularly great because it was by albert einstein who happens to be a founding board member of roosevelt university for those of you who may or may not know that who's seen this slide before anybody seen the slide before i saw this slide about 20 years ago as i began doing my consulting work um as a young professional and i love this slide and i love this slide for a number of reasons um but mostly because it felt like it was a formula right it's a formula for success how do i get there um how do i get there and one of the things that i uh strove or was to be on that top line how do i get to the top line but what was troubling to me is that i would get to that top line or i would feel like i was on that top line and i was still having trouble and it and that's when i really realized that this slide was sadly incomplete this is a great slide still i still love this slide because it gives you a lot of information but it's a little bit incomplete and it's a little of the impetus um for why i started writing this book and because there's something missing here and that missing piece is really human beings the book so to be clear is not a methods book there are a lot of methods books out there the lovely 600 page tome of uh pullman devine and katie change management handbook dedicated to nothing but methods great book this book is not that this book is really very much about the human beings and how we work together that's and quite frankly it's the trickiest part of change right because human beings are not particularly unpredictable and that's where we get to this that change can be a method right and we can plot it on a calendar and it's very it's neat it's tidy but transition is really about that individual shift in a single person's mind transition happens in our heads that idea comes from william bridge's work but it has nothing to do with our calendar it has to do with ourselves and so that's where i wanted to go and it starts out with the idea of trust and risk and trust is willing to be vulnerable about things and having that positive expectations about another person's intent the risk is asked actually you know willing to do that and being vulnerable about it and our doubt when we're you know i'm not so sure i'm giving that the side eye that's a measure of how much we're willing to um to trust another person in that process and so we look at this and this is where um the rubber meets the road around trust trust is when there's consistency between the things that you say and the things that you do we always hear oh there's lack of trust in our organization oh we lost trust how do we rebuild trust we built we rebuild trust when we rebuild consistency and i looked this up a long time ago um and i thought well how do i build trust you know where i'm in this organization they have a lack of trust what do we do to build trust you know that's really what we're lacking here and how do we rebuild it right so i found a beautiful resource from francis frye from harvard university and she had this brilliant little prescription for building trust and she said there's three parts to building trust and authenticity empathy and logic and she said she has a great video on youtube and i would show it if we had time but but unfortunately we don't so um i would encourage you if you want to see it um just google her up fry is f r e i uh francis and um beautiful little video about how to build trust and she she uh said that she would wear an uber t-shirt until the employees of uber uh regained all of their trust in their leadership she might still be wearing this shirt just saying anyway so authenticity is really about do you have that consistency are you being who you really are with the people that you're working with empathy are you phoning it in are you being true and then logic does your ma does your narrative about what you're talking about makes sense and she made this cute little diagram of these two little ways in which we can put a narrative out there one is that we make it interesting like when we read a story we start and we kind of like wind down and we eventually get to the point of it and she said the way that we really should do our narrative is very bulleted in um very bulleted narrative very clear three or four points and you climb the ladder to the top and you're at your point so you want to be very precise in how you make your logical argument that builds trust don't create a long winding road narrative it doesn't help you the other piece is to really understand what it means about people how do we look at people and this is really um a significant part that there's there are knowledge workers now and knowledge workers make up a great portion of our workplace population these days um how we work right the the ways in which we engage in work and the ways in which management manages people um generational cohorts and what does that mean there's a great book that just came out from a university of miami professor megan gerhart which really explores this concept um i think she calls it gentelligence uh is her book and then intercultural differences our world is becoming increasingly global and how do we engage intercultural differences in ways that are respectful and useful and then of course group development group groups develop in a rather predictable way and do we understand how those things happen so knowledge worker is a is a way in which people use their brain instead of their hands um as their asset right we're doing non-routine problem solving and um engaging the transformation of intellectual material rather than physical material so that's a knowledge worker and that's really where most um people are working in um in corporate america these days our knowledge workers knowledge workers also have a more profound investment in their profession and so they really care about what happens in their workplace and they want to be involved in what's happening in their workplace and so if you don't involvement in the decision making and invite their input into decision into decision making let me speak correctly um you're gonna you're gonna risk some disengagement so you want to invite them into that conversation and then shifting a little bit to how we work around theory x y and z and this is uh starts out with douglas mcgregor back in the 60s he wrote this fabulous book that's still one of the most influential books ever written in business management it's called the human side of enterprise and he had two con two balancing theories theory x and theory y and in theory x he says that people don't want to work that you have to force them to work and you have to have a lot of rules and you gotta watch them you gotta make a lot of procedures and um if you don't do that they're going to slack off first chance they get right on the opposite side of the spectrum he says theory y is that work is as natural as play to people people want to work that they want to have an impact that they derive meaning and value in their lives from the kinds of contributions that they make in their workplace and and that you can see the orientation of your management as theory arcs and theory y by the way that they approach the people they work with and i think that that's pretty clear you can see that almost immediately in any kind of interaction that you have with people in their workplace and then there's a third uh theory that came out just fairly recently i want to say late 90s uh witchy came out with the idea that once there is a strong alignment between the values fit of an organization and an individual person people will do their utmost to contribute to their workplace environment so ouija says it's con it's that that theory-wide work ethic is contingent upon a values fit so that that's the idea that we're thinking about how people work and then we go down to generational cohorts right and we want to talk oh i wanted to tell you a story oh my gosh i almost forgot to tell you this story so douglas mcgregor had a great little quote and he said the ingenuity of the average worker is sufficient to outwit any system of controls devised by management any system of control anybody can like outwit any kind of little policies you make or any little rules you devise in order to get around any theory x things that you put in place and in the book i have a great little story about this because in fact it is true and this was a great example of it and i'll just i'm going to read you the story because i don't want to mess it up and he said um in the job we which this guy is a photographer he says in the job we would shoot what we called line photos of different products that we were going to feature in the ads the time in motion people this was this was actually quite some time ago decided that it takes 15 minutes to shoot one line photo in reality i could shoot 10 or 15 of them in 15 minutes but the consultants never thought about how the other aspects of the job required creative or even artistic work that takes a lot more time than shooting a line photo so what we would do is when someone needed more time to work on something creative someone else would buy them time by shooting a bunch of photos to cover their work it was ridiculous because the company got billed for each line photo that we did their costs went up by 800 percent and they went out of business within two or three years because they wanted to catch us slacking off they just wanted to control how we did the work they would have been a lot smarter to ask us about it so talk about trying to outwit your company those guys sure didn't and it cost their company a lot and then here's another quote this is from george orwell and he said each generation imagines itself to be more intelligent than the one that went before it and wiser than the one that comes after it and i think that we can see that in all the rhetoric that's going on with boomers gen x millennials zoomers and the like right okay boomer you know um and the the slacking that we ascribe to um millennials and um the cynicism that we subscribe to um gen xers right but what's interesting about this is that the research bears absolutely none of this out the research says that the are not a lot of actual differences between generations except the beliefs that we hold about them between ourselves so the beliefs get in the way of how we work with one another and have implications about how people work together so my belief about you and your generational cohort will impact our relationship a lot more than any difference that's actually there so i think that that's absolutely fascinating and then we have those intercultural differences and if you know anything about the work of um gert hofstein you can know that there's things like uncertainty avoidance versus risk taking and masculinity versus femininity and that doesn't really mean men versus women it really means the way in which cultures measure success individualism versus collectivism what's important short-term orientation versus long-term orientation so what are we focusing on in the long-term or short-term um indulgence versus restraint and then last but not least we've got the group group development and that's uh tuckman's uh model forming norming storming and performing uh and what what we see there is that in the forming section we're really trying to figure out what we're doing in any given group that we're working in in the storming section we're trying to figure out our uh our norms how are we going to work and then norms we're setting them and then performing we're finally getting the point where we can do some work together they have added a little six uh fourth fifth category actually of adjourning um and sometimes they put in renorming if there's been people who rotate in and out of the team but the point of that is that is that work is done by groups of people and if you can't understand that group process you can get really thrown off by the idea of storming because it seems like oh my god we're fighting oh my god we're fighting real it's really it's about kind of clarifying how people are going to work together and you shouldn't be too concerned about it because you're all trying to negotiate your roles together then there's the idea of really shared vision um and what we have to have with shared vision is a strong rationale about why we're doing something what is this about and why should we care um it has to be vivid and compelling and makes sense to people there should be an aspect of learning to it what are we getting from this it should be persuasive and illuminate the idea and it has to be widely agreed to be the right course of action and people should be personally involved and engaged by it right is there the reality is is that people won't change direction unless they understand where they're going and you have to paint a picture of what's clear and compelling and they have to believe in it right you're asking them i like to think of a shared vision right imagine two giant pillars 50 feet in the air and you're standing on one and there's another one about three feet away also 50 feet in the air and your boss says i'd like for you christy to jump from this pillar to that pillar and it doesn't seem terribly scary but if you miss yeah that's a little scary you could fall and die right you want to have a good reason for why that pillar is better than this pillar right and that's what shared vision is about explain to me why is that better than this right that is important so i wanted to take a minute christy are there any questions that we should address at this moment dr orr excuse me we did have a couple people ask if you are um comfortable with sharing these slides oh of course okay great um well then we can certainly in our post email with the record this session is being recorded we can we can send out the slides um with the with the recording and we do have another question come in how do you make vision vivid and compelling if you should communicate in short bullets to build trust actually i'm going to talk about that a little bit um shared vision um is very connected to an idea called symbolic action and i will talk about that in just a few minutes so great great question brilliant so the next idea is about leadership and social networks and how they're essential to success one of the things that i often hear i teach leadership a lot and one of the things that i hear about people they confuse the idea of leadership with senior management or a position or a role that you fulfill in an organization these are not the same things we refer to people in those roles as leaders but they are not necessarily so right leadership is a verb it's an influence process it's a it is an action and so um leadership sets the tone right it sets the tone it provides the rationale for change it creates those connection it emphasizes that we have a shared view shared vision for the future and where we're going and why it's necessary why should we jump from that pillar leadership also animates the values of the organization it influences the culture and when we talk about culture again that's sort of a nebulous concept but really culture comes down to how decisions are made in the organization who makes them and what process do we go through in how they are made and so um i can think of an organization that i used to work for a long time ago they had a beautiful vision and and mission statement and a value statement and sometimes we have unstated values you know right we have that we have values that we write on the wall but we also have values that we have that are unstated and part of their cult and so those are kind of like espoused values or you know that are there but not discussed and i think about that organization and one of those values was the idea of thrift um it underpinned pretty much everything that they did there were you know very flowery things that they did but the idea that everything had to be done on the cheap was really important and it was never stated but it was always there and it's really important that we when we are driving change that we be aware of those stated values but we're also aware of those unstated values so another aspect of what we need to do as leaders when we're driving change is that we construct the plan and we connect that plan to the mission of where the organization is going but we also make the connections with the people of the organization and help them to see how those things are helping us get where we need to go now this next slide is the most important one that i'm going to share with you in this entire presentation so everybody get ready buckle up you ready and flip this slide the quality of communication during a change initiative is a primary factor of success the better the communication plan the more likely that employees will engage in the change process so if you don't communicate well you aren't gonna get there it's absolutely essential it is it is the key it affects everything it is trust it is commitment it is involvement it helps deal with resistance it is the whole kit in caboodle in one thing if you do nothing else well do this okay there you go here's some little things that happen in communication and i'm not going to dive into all of these but sometimes when we when we rely on a vacuum of communication to actually communicate which is what happens a lot is that we get some communication out there and then we rely on people telling other people stuff in order to actually get the message out what happens is that communication only 20 of it actually reaches its target and it gets morphed right as it goes around and uh it's sharpened it's condensed it's assimilated it's embellished it's level it gets changed as it goes around so the more direct that communication can be the better your message gets out there and even when we talk to one another directly unless there's a feedback loop going and you say deb yeah i got it what you said it's crystal clear um there is a a significant chance for error right there's sometimes i use words that you might not understand and you use words that i might not understand we can make errors and that's why the more direct the better the more communication channels the better so written verbal you know video and um face to face the more cues the better and then the other thing that we need to do is use a burning platform to explain why does anybody know why we use the term burning platform because there was actually at one point an actual burning platform and it was the piper alpha oil rig in the north sea of the atlantic what happened was there was a bunch of people out on this oil rig in the middle of the atlantic ocean and a terrible accident happened it exploded and um people had to stand on the deck of this oil rig and decide whether or not they were going to stay on the deck of this burning oil rig or jump into the north atlantic sea freezing water also strewn with oil and on fire and hope to live which way you going you got to make a choice and that's why the term burning platform is used is because we have to make a decision about what we're going to do around change right you have to make a commitment in the in the piper oil rig um it's the people that jumped that lived um anybody that stayed on deck did not make it and so um it's the urgency around the change and the uh the need for a quick decision that um that sometimes drives that decision but one of the things that i think is really important about burning platforms is you can't manufacture them falsely if you manufacture a burning platform in an unethical way it creates resentment right people know people can see through that right people aren't dumb i'm not dumb you're not dumb you can see through that right it creates a lack of trust people don't believe you if you cry wolf right um so i have a whole chapter on trust which we talked about at the beginning integrity and ethics and manufacturing uh an urgent emergency is clearly unethical and so i as a as a professor as a writer as a consultant i urge you never to do that you can outline your problem very clearly but don't manufacture it the next thing that i want you to do as you're running into your change problem is to do a force field analysis and you're saying to me what is a force field analysis it's a way of looking at the things that are driving you towards change and the things that are holding you back from change and you need to do that both as as aspects of your culture and rational reasons for the change and against the change right so an example of a cultural enabler of change might be that your organization loves to learn that people tend to as a rule embrace new ideas as a barrier to change it might be that people are suspect of strangers coming in and telling them to embrace new technology but they will do it if uh of an insider brings it in right a rational reason for change might be something like um the software company that you're using will no longer be supporting your product right they're not microsoft is no longer supporting windows 7. you got to move to a new platform can't do it right so that's a reason for change a reason not to change is that you don't have the uh the hardware to um keep up with that right all of the laptops won't accept it won't accept windows 10. what do we do so those are cultural enablers and barriers to change and reasons for change and reasons not to change to any questions christy i see my little light blinking um a question just asking where your book can be purchased i know it's on amazon but you know i'm sure it can be purchased other places but that's where i always send people the publisher is emerald out of england and um i'm sure emerald has a website right but i think it's all the same it doesn't i don't think it really matters amazon's probably the easiest place but i think you could probably order it through any bookseller if they're at a local place you like they could probably get it for you too um anything else all right okay okay moving on so why would we do a force field analysis if it's something that's absolutely going to happen we know it's going to happen senior leadership or senior managers in our organization have mandated we're doing this it's a for sure thing why would we bother here's why you're going to bother you're going to do it anyway and you're going to do it because um you need to be able to understand why whoops why people are not going to feel so good about it that they have reasons they're holding on to things the old way you want to know what's in their head you want to think about what's in their head so that you can talk to them about what's in their head you want to understand what cultural things and are in their decision-making process so that you can help them deal with that decision-making process when it's time to deal with the change and you also understand the reasons for the change so you can promote them and you can use those cultural enablers enablers sorry having having trouble talking today um so you can use those cultural enablers of change as a lever to help you move that change forward so the effort's not wasted so this is about involvement right involvement is different than commitment commitments in your head right i am committed i like that involvement is saying i'm going to do something about that i'm going to get involved i'm going to take action so commitment is about a mindset and involvement is about action right so when we're seeking commitment from someone we're using persuasion right i'm going to persuade you i'm gonna say things that sound good and seem healing right um gaining commitment is connected to your organization's community communication strategy and as we talked about earlier if you have a bad communication strategy it's going to result in lower commitment and if you don't have commitment you're not going to get involvement so the better your communication strategy the better your results and there are many strategies you can use to gain commitment and i'm going to show you some of those right now look at all those strategies look there's eight right there and in the book i go into a great detail about how you can use these and actually ways that you can write them up into various memos activities things that you can do and these are actually research supported ways of gaining commitment so the first is active commitment do something that demonstrates your own commitment to the project are you saying people need to change to windows 10 do it first you go right the other is reciprocity so prior to the launch of change do something to broadly reward and recognize people broadly they they both are already good people you're asking them to make a sacrifice change is hard recognize them in advance for doing it say you know people are good i'm going to recognize you for that labeling you are going to when you're talking with your employees about change you are going to tell them and ascribe the qualities that you are looking for and you're going to do this ethically and authentically you're not going to make stuff up because that's bad you're going to say you know i know you guys are hard-working smart innovative people and you can manage this this is a challenge you are up for and so you're going to tell them the things that you need from them that they already are right because that is a meaningful way for people to feel powerful and empowered to do the things that they do we all know the idea of loss aversion right loss aversion is that people are more concerned about losing something they already have and the potential to gain something that they could get that's even more valuable in the future so what we need to do is not is to avoid framing things as losses i know you're going to lose your office but eventually you're going to get more square footage for that no we don't want to talk about it like that we want to talk about the idea that we're going to have a better flow of traffic we are doing things that are going to be better for our customer or our student or our patient or our library page patrons or whomever we're serving right we want to frame that not as loss but as gain for some other aspect right we don't want to talk about it as loss and then give good reasons right sounds crazy but people sometimes don't give reasons for change just do it i don't wanna i never just do anything anybody tells me i want a reason so people are 48 more likely to follow through on requested behaviors if they are given a good reason for needing to do so that's crazy right i'm not going to just do something because you tell me i'm going to do it because you gave me a reason okay similarity people tend to trust people who are similar to themselves so seek out commonalities among people we all like dogs okay so let's talk about dogs and when how dogs can fit into this chain we can all bring our dogs to work on fridays whatever it is like let's talk about things that we all have in common and how we can drive those things into our change effort to drive commitment and that it sounds silly to um to bring unrelated things into a change effort but we need to motivate people in these moments and things that will do that are sometimes little and they are sometimes unrelated and but sometimes those are the things that give us life and happiness right i mean right here is life and happiness for me this mug has my kids and my husband on it and it is full of hot coffee it is all the things that matter in the world to me right here and it has you know my dog right it's outside the door all the good things in the world are little things and so find ways to bring those things in to this initiative even if they're little tiny ways bring your kid to work day wear jeans on friday it's silly sneaker day whatever it is find ways that people can connect with each other through a difficult process and allow them that there is no reason to be a curmudgeon during this time period especially during change but give people something give them something there's no reason for that okay and then disclose first there are going to be downsides to this there's no change that is that is pain-free right changes are not pain-free you don't want that pain discussed in the hallway after your meeting because it looks like you're trying to sneak it past them if you don't if you don't disclose it you need to disclose it first you don't want to do it in a you know in a lost way but you do need to put it forward and let people know who are going to be affected by it if you don't disclose it they're going to figure it out and they are going to talk about it and it looks like you're trying to put something over on people if you don't bring it up first so don't let that happen to you put it out there and last but not least social proofs side examples of other people who have done this kind of change and done it well it's also great if you bring that person there and let them talk about it um like let's say you're updating a windows 10 bring in somebody who just updated to windows 10 and let them talk about how awesome that was and what really stunk about it right let them really tell you how it was and i'm just using windows 10 as a stupid example but you know what i'm saying let somebody else who has come through that process in a similar way tell their story for you dr orr we have a really great question that came in i how do you balance number four and seven right and that's the hard part and it depends on what number four is and what number seven is there's a little bit more detail on that in the book and it would depend very much on what exactly those items are and it's that is a delicate process and you want to think it through super careful and um write it down analyze it write it down again and i think what is very important there is social proofs and other aspects of this process to gain commitment are you doing other things are you just doing one thing and definitely i think the authenticity and the um and the idea that you are bringing it forward yourself you say i understand that there are some things in here that are not necessarily fabulous for everybody but we are going to make other we're going to make good in other areas and so how are you going to do that and it really does depend specifically on what that specific thing is i'm sorry that wasn't probably the best answer if there's a specific question somebody specifically wants to answer please i'm happy to answer that um uh offline okay one more question um are all eight commitment steps required or can an organization just implement three to four they could implement fewer or more depending on the nature of the change for sure yeah um and there there's a little uh in the book i wrote like how to do a little bit uh almost like a formula really in terms of how you would want to write it up in terms of a process that you would want to go through almost like a little checklist and you can go through and say have we done this have we done that have we done the other thing and this is the order you might want to do it in um so yeah you could probably depending on how big it is the change and how painful it is would would determine how many you'd want to do anything else should i move back no more questions right now okay so the next slide is about that sticky little topic resistance so change is never painful only resistance to change is painful right here we go one of the things that i have um engaged as a practice is that resistance to change is all about protecting something and so when people are resisting change we have to rethink how we're talking to those people people who are resisting change are protecting something and we need to think about how they want to be involved rather than how they are trying to dig their heels in what is it they what is it that they care about here if they didn't care they wouldn't be resisting right they are there they are saying the things they're saying and they're doing the things that they're doing because something matters something matters and we need to know what that thing is and it can be job security it can be knowledge it can be control or prestige or security we need to understand how we can reassure them to the level that it is possible sometimes those things can't be protected let's be honest you have to be authentic again trust paramount foundational um but invite that conversation right when only the positive side of change is promoted to employees and downsides or problems are ignored employees detect this inauthenticity they know when they're being hoodwinked and they will resist because when people are not being told the full truth they know it um so when you think you when you feel that resistance um you can invite that person into the conversation and if you know you're being authentic you have nothing to fear from that person and in fact they might be able to bring you um greater clarity better goals better process they might also because they were a resistor have greater social influence in the organization than you could ever have so by embracing that resistor you are doing a really really smart thing so do it and not because it's just socially expedient but because it's the right thing to do so here's some math and this is about goals and again about resistance right when we think about resistance think about math i'm not a math person i can do math i hate math i will admit it but when we think about resistance the satisfaction with the status quo multiplied by the vision of the future and multiplied by the first steps toward that vision must be greater than resistance or that change will not occur right so dissatisfaction times division times first steps have to be greater than resistance and the same similarly also math oh my god what is this math um the pain of staying the same has to be greater than the pain of change or change will also not occur right so it has to there has to make some sense in this right there has to be some balance or balance right in order to drive that equation forward people will not just they will not just change we are standing on that 50-foot pillar and we're not taking the risk unless it makes mathematical sense to do so because we're not dumb okay so we talked a little bit about shared vision as a process remember we talked about a little somebody asked a great question earlier this is the answer shared vision as a process is called symbolic action we want to involve people in this process and so we can do that with um an activity and that activity can be art based it can be an event it can be something hands-on where we can touch it where we can involve people we want to have wide participation and we wanted to have meaning relative to the goal that we're trying to achieve about this change so some sort of concrete and this goes back all the way to john dewey and constructivism around learning right this goes back to those very root ideas about how people engage abstract ideas in tangible ways we want to take this very shared vision very lofty abstract thing and bring it down into a way that we can see it and touch it and feel it and manipulate it and i mean in a in a way that we can move it in a very purposeful way and so we want to paint a picture with words or actual paint or we want to do something hands-on with that and we want to participate in that and we want it to be a group thing and we want it to be involving and this and there's any number of ways that you can do this but this is what's great about this is that it's a marker it says we have started and it also says this is where we're going and i've seen this done in a number of like hospitals where they'll have like a big wall up on the on on a hallway or something and everybody will go by and just dip their hand in paint and slap it up on the wall and that's it that's all they did but it's like i'm part of this my hands on deck and it's something that means something to people is that i'm here and my hand is on it and it and it can be that simple or it can be something far more abstract i've seen uh uh a giant mural that was painted in a factory in norway that did a beautiful job around um a metaphor for their for their manufacturing process very intricate like hundreds of people participated because fabulous artists actually do it they went all out right or you could just have people slap their hand on the wall it just depends on what you want to do but um but this is a great way to involve people and people it becomes really tangible to them and it's a marker for when you're starting and what it and what the change really means and as we talked earlier culture is a decision-making process so it eats strategy for lunch right everyone's heard that phrase or culture eats strategy for lunch it drives it all so if you haven't thought about your culture which in your force field analysis you should have already done but if you haven't and you move ahead anyway and you're working in in direct opposition you're gonna find out today that it's not going to happen for you so this is um this is a problem for people when what we find out here is that um people don't actively engage right there's um there's silence right silence is not information in change silence is a form of resistance and so when we don't hear yes this is a great idea yes i'm on board or i have questions how i'm not so sure silence is not affirmation we when we don't hear um drivers toward change we are hearing resistance and so i'm saying manage your culture if you're a leader manage that culture and if you don't know where to start because a lot of people don't because it's really kind of complicated right culture is like it feels very abstract here's where you start you would start with y sports x um x six box model and here's all of his interrogatories our voice board darn nice guy i got to sit next to him at a meeting once he was so cool um i felt like i was sitting next to a celebrity he was awesome but here's like the questions that he suggests we think about and you can ask them to people in your workplace or you can just like sit there and think about it as you're trying to formally formulate your strategy for how you're going to work this through and plan for how you're going to leverage your culture toward the change you want to do okay i'm running out of time here so i'm trying to go a little oh my god i totally run out of time i'm sorry so demi says the same thing so this is how deming would come at it he'd come at it from the flank and he'd say if you don't know what you're doing and you can't describe it in a process you don't know what's up and he would say instead of white's force's way weisbord's way this is how you should look at it and here's his questions right and then other people would say if you want people to be involved you have to create a level of safety for them and this is how you create safety for people you want to have that inclusion safety that learner safety that contributor safety that challenge your safety so people want to be involved and they have to have certain levels in order to be able to participate at varying levels of um engagement challenger safety being the highest level where they feel like they can push back against your goals and feel safe doing so in kurt lewin comes out at the beginning of the 1940s and says behavior is a function of the person in the environment and i'm going to go further than that i'm going to say that behavior is a function of the group and the environment and that is true so that is where we're extrapolating that idea from we're saying that the group matters in change and the environment is super important and what i mean by that is when we're in teams and we're working on change we want a thing called the max mix this is a dana miller tyson tyson things kathy danny miller fabulous consultant died in uh 2003. i do believe wonderful woman you should look her up she's fabulous but what that really means in terms of um practicality is that you want a variety of people on your change management team you want different functions you want different years of service you want different levels you want different demographics you want everybody you want people with high levels of informal leadership and you want formal leaders you want people who are technical you want people who are not technical you want people who are very customer facing and you want people who never see your customer so last piece that i think is super important is about involvement and involvement requires people to feel comfortable and um and that requires positive interaction fred homan's human group 1950 he created the ais cycle cycle and that says activity how we add how things we do drives interactions with other people interactions with other people creates a feeling and that feeling drives the next level of activity that we have barbara frederickson has come out and i want to say 1998 1999 with the broadening build paratime and she said that negative emotions create convergent thought that narrows our thought action tendencies that says that when we have negative feelings we don't come up with very good ideas and when we have positive feelings we come up with lots of good ideas this can be illustrated very easily with the idea of fight flight or freeze right tape saber-tooth tiger appears in the mouth of the cave we all freak out we don't know what to do we run we freeze we try and kill it right those are pretty much what you do if we saw a saber-tooth tiger right when reality there's probably a hundred things we could do we come it down to those three right because that's what we do we could throw food at it we could there's all sorts of things we could do but we narrow it down in reality we want to stay in that divergent thought area because if we if we drop that convergent thought over the top of that divergent thought look how much more area there is right and that represents all the good ideas we're losing and if we combine these two things the ais cycle and the uh rod and build paradigm you can see that positive interactions and positive emotions can create this this tornado of great interactions and good ideas or it can go down the drain really really fast and we don't want to go down the drain we want a tornado of great ideas and then we get to sustaining change i'm going as fast as i can i'm so sorry got lost in my own words i apologize um two things here data and renewing practices data is really important because it gives us hard evidence of what we are looking at and renewing practices deals with the idea of more uh uh like like softer skills and people who are more values based in terms of how they look at uh change and what comes from it so data people we need to deal with them and renewing people we need to deal with them so we're looking at uh hard data people we want to have numbers soft data people we want success stories renewing and rededication practices and relevance right are we still doing things that we should be doing because they make sense and they're making a difference questions sorry yes no need to apologize this is such great information and as everyone's pointing out here discussing a lot of gratitude dr orr for such an informative hours very thought provoking um i know right this was just rich with so many gems i have paper full of notes and taking pictures so thank you so much for being willing to also share um share the deck i think that would be great i'm just scanning to see if there's any last-minute questions that came through just a lot of kudos to you oh my pleasure i'm so i'm so nice to see all these eric good to see you you have it so yes thank you so much dr orr such fantastic information so i look forward to to sharing the recorded session with everyone so we can dive back in right there's so much and i think i still need to like digest and process it all it's great pete great to see you and i um there are a ton of notes too that i did not actually convey so you can feel free and um i'll put a link in there too to the book on amazon if you want it great if not you know it is what it is it looks like you sold multiple copies during the presentation oh awesome yeah and i can add the link in the in the follow-up email too for anyone who's interested at the direct link well um it's my first one and it's in a very conversational way it's like the way i talk and it's um i uh if you read it i hope you enjoy it and if you don't read it that's okay too i wrote it for me well that's the best person to write it for but yeah well thank you so much you're wonderful this hour was fantastic thank you thank you to everyone for joining us um and stay tuned in the in the follow-up email i'll also share some of the presentations that we have coming up in june um that are also centered around leadership topics so thank you all and have a great afternoon bye everyone bye [Music] mark you