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Presentation on theme: "Collaborate Tools/Tips Not Hearing the Presentation? Run Audio Setup Wizard Move up volume bar (above Video) Check for muted speakers Avoid wireless if."— Presentation transcript:

1 Collaborate Tools/Tips Not Hearing the Presentation? Run Audio Setup Wizard Move up volume bar (above Video) Check for muted speakers Avoid wireless if possible

2 Collaborate Tools/Tips To participate, Please use Yes/No Hand Raise responses

3 Collaborate Tools/Tips Microphones are currently muted Please use text chat for questions Session is being recorded & will be ed

4 Todd Wilmore has a reputation for incisiveness in identifying needs and solutions for clients. His knowledge of people processes, facilitation, leadership, performance management, and change, come from years of study and consulting experience. His former clients include the Virginia Institute of Marine Science, U.S. Council of Better Business Bureaus, Internal Revenue Service, Defense Security Service, and many small businesses. Graduate of The George Washington University with a Masters Degree in Education and Human Development. 16 years teaching for Central Michigan and Saint Leo Universities 24 year career with the Air Force. Todd presents at national educational conferences and professional ASTD conferences on topics ranging from storytelling to digital badges to gamification of learning. He recently published a downloadable handbook called Keys to How We Learn. Ten Perspectives on Learning Keys to How We Learn. Ten Perspectives on Learning

5 Exploring the Principles of Change.

6 “You think you understand the situation, but what you don’t understand is that the situation just changed”. Putnam Investments Ad

7 Formulas

8 Keys To Change and Learning

9 Hi! I’m Betty.

10 2 of 3 Change initiatives that failed to produce desired results out of 100’s of TQM programs studied* in 1990's. *Arthur D. Little and McKinsey & Co Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday..

11 70% Failure rate of reengineering change initiatives Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday..

12 Half Number of 100 corporate-driven change efforts that failed during startup. Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday..

13 25% Employers who were able to sustain gains from their change management initiatives over the long term. The 2013 Towers Watson Change and Communication ROI Survey

14 “You cannot expect to change strategies, structures, and systems with the same level of thinking that created them in the first place”. Peter Senge, Dance of Change Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning organizations. New York: Currency/Doubleday..

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16 Which was your favorite childhood game? A.Simon Says B.Musical Chairs C.Capture the Flag (King of the Mountain). Adapted from a quiz by Perry Buffington

17 Which of the following depict your problem- solving style? A.Ready, aim, aim, aim… B.Fire, aim, and then ready C.Ready, aim, blast off, don’t look back, let the wounded fall where they may Adapted from a quiz by Perry Buffington

18 You’re driven by: A.A sensible car (maybe a mini-van) B.Someone else C.Your ego Adapted from a quiz by Perry Buffington

19 Which of the following most accurately expresses your philosophy? A.If it’s broke, someone else will fix it B.If it’s broke, unfortunately I’ll have to fix it C.Even if it’s not broke, change it anyway Adapted from a quiz by Perry Buffington

20 Which is your favorite amusement park attraction? A.The food B.The carousel (merry-go-round) C.The roller coaster Adapted from a quiz by Perry Buffington

21 Who is a leader? A.My current boss/big client (whoever pays my bills) B.One who’s mastered all 7 habits of highly effective people C.One whom people follow Adapted from a quiz by Perry Buffington

22 Give yourself : 1 point for each “A” 2 points for each “B” 3 points for each “C”.

23 0-8: The Tuber. Beware. The tidal wave of change will either push you along or drown you. Adapted from a quiz by Perry Buffington

24 9-14: The Surfer. You may believe in meetings and administration. That’s okay, but only if you want to be known as a "corporate" type who rides the waves of change. Adapted from a quiz by Perry Buffington

25 15-18: The Tsunami. A commander, guide, pilot -- no matter how you say it, it spells leader, and that’s you. You cause tremors that create the waves of change. Adapted from a quiz by Perry Buffington

26 Isn’t there an easy way to look at change?

27 Inspired by a formula for change in a book by Richard Beckhard & Reuben Harris and attributed to David Gleicher as the original source. Beckhard R. and Harris R.T. (1987). Organizational transitions: Managing complex change. Addison-Wesley, Reading, MA.

28 Derived from: Beckhard R. and Harris R.T. (1987). Organizational transitions: Managing complex change Addison-Wesley, Reading, MA. C=DVF>R

29 "Image courtesy of (C) Change

30

31 (D) Dissatisfaction

32

33 (V) Vision

34 Tell We’ve got to do this. Get excited! The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

35 Tell Sell I’ve got the answer. Let me try to get your buy in. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

36 Tell Sell Consult What vision do you suggest? The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

37 Let’s co-create our individual and collective future. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning … edited by Peter M. Senge

38 Let’s co-create our individual and collective future. Set direction and learn Group Leadership

39

40 (F) First steps

41 (F) Future steps

42

43 (R) Resistance

44 (R) Resisters

45 Change Exercise Think of a recent situation where some kind of change was instituted in your personal life or workplace.

46 Was the change resisted?

47 Why is change so often resisted?

48 Looking back, what might have made the change easier for people to buy into?

49 Strategies

50

51 Social environment

52 Physical environment

53 tiny changes tiny habits

54 Derived from: Beckhard R. and Harris R.T. (1987). Organizational transitions: Managing complex change Addison-Wesley, Reading, MA. C=DVF>R Change = Dissatisfaction x Vision x First Steps > Resistance

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56 What about getting one person to change?

57 L=EAP>O

58 Image courtesy of Stuart Miles / FreeDigitalPhotos.net. Learning (L)

59 Enthusiasm (E)

60

61 Aspirations (A)

62 "Image courtesy of phanlop88/ FreeDigitalPhotos.net". Path (P)

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64 Change

65

66 EAP

67 Obstacles (O)

68 L=EAP>O Learning = Excitement x Aspiration x Path > Obstacles

69

70 Where do I start?

71 2 minute drill Tell us one thing you would do to overcome resistance and obstacles to change. I would…….

72 □ Things □ You □ Need □ To □ Know

73

74

75 “…we’re going to have to find ways to innovate, and innovation means taking chances.” Michael Crow, President of ASU

76 2. Capture mistakes

77 3. Create “enough” chaos to drive new ideas. Schwartz. K. (2014). On the Edge of Chaos: Where Creativity Flourishes. Retrieved from: flourishes/ flourishes/

78 “The truly creative changes and the big shifts occur right at the edge of chaos.” Dr. Robert Bilder, Professor UCLA’s Semel Institute for Neuroscience and Human Behavior.

79 4. Use Forced Relationships.

80 5. Create new measures

81 Impact Interviews Surveys Reviews Engagement data Media

82 Business results are the consequence of attitudes, behaviors, and actions. (Author unknown)

83 "Everybody's got a laughing place!"

84 This guy gets a parrot…

85 C=DVFR Change = Dissatisfaction x Vision x First Steps > Resistance

86 L=EAP>O Learning = Excitement x Aspiration x Path > Obstacles

87 □ THINGS □ YOU □ NEED □ TO □ KNOW

88

89 References Bridges, W. (1991). Managing transitions: Making the most of change. Reading, Mass: Addison-Wesley. Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, Mass: Harvard Business School Press. Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency. Senge, P. M. (1994). The Fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Currency, Doubleday. Sirkin, Harold L & Keenan, Perry & Jackson, Alan. (2005). The hard side of change management. Harvard business review, 83. Retreived from management/ html management/ html

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