6ResilienceThe ability to absorb high levels of change without displaying dysfunctional behavior.*Daryl Conner, Conner PartnersReactive model
7ResilienceThe ability to bounce back - and, in fact, to bounce forward - with speed, grace and determination.*Michael Bell - Gartner Research
8ResilienceThe ability to continuously anticipate and adjust to trends.The ability to dynamically reinvent business models and strategies as circumstances change.To change before the case for change becomes desperately obvious.* Gary Hamel - consultant & author
9Why is Resilience Important? Change is changingAssumed virtue no longer guarantees success-we need continual renewalWorking to get better vs. working to get differentPeople and organizations shutting down endangers the status quo!
10Attributes of Resilient Organizations View change as an on-going processTolerate ambiguityEncourage productive resistancePractice “Sober-Selling”Manage their change capacityMake resilience a priority
111. View Change as an On-going Process See change as the natural order of thingsExpect change to be a constantRegard change as a process not an event
122. Tolerate Ambiguity Ambiguity = Not clear or distinct Ambiguity is what is; uncertain is how we feel about itNeed to be OK with the discomfort of feeling uncertain due to the ambiguity inherent in changeNeed to be OK with not being in control
133. Encourage Productive Resistance Resistance is neither good or bad; it’s a natural attachment to the status quoConstructive resistance can improve the changeIf you try to sidestep or repress resistance, it goes undergroundBetter to give it a legitimate way to surface and be resolved
144. Practice “Sober-Selling” We tend to oversell the positive aspects of change and undersell the negativeThis creates a gap between expectations and what actually happensThe gap creates surprise, a sense of things being out of control and discomfortSell the benefits, but don’t ignore the cost.
155. Manage Change Capacity Think of it as your station’s change budgetBe aware of all the changes going on and their impact on your staffDon’t introduce major change when the station is at capacity
166. Make Resilience a Priority View it as a strategic necessity, right up there with efficiency and effectivenessDevote time and resources to building this capacity
17Increase Your Station’s Resilience Demystify changeConsistent approach to changeInfluence cultural values, beliefs and assumptions
181. Demystify ChangeWe talk a lot about changing, but very little about changeDon’t treat it like a black box - we may not be able to control change, but we can understand it betterDevelop a base-line understanding of change dynamicsDoes your staff understand how change works?
192. Consistent Approach to Change We have a process….we’ve done this before..we’re not out of controlThink through the steps of change planning to up your odds of successDevelop an acceptable way for resistance to be expressed and resolvedDo you have a change planning process?
203. Influence the Culture Culture = Behaviors (Observable)+ Beliefs & Assumptions (Hidden)The way we do things around hereA shared viewpoint developed over time
213. Influence the Culture Culture is reflected in: Oral + written communicationsOrganizational structureWhat is measured and controlledPolicies and proceduresReward systemsStories, legends, rituals, symbolsFacility design
223. Influence the CultureCulture either evolves on its own or is designed to support the organization in achieving its mission.Which describes your culture?
233. Influence the Culture Know your culture Understand which aspects of the culture support change and resilience and which don’tPlan how to support good aspects and replace detrimental aspects with new beliefs, behaviors and assumptions.
243. Influence the Culture Has this happened to you? When there’s a gap between the culture and the objectives of your change, culture always wins.Has this happened to you?
25Leading for Resiliency Increase your own resilienceWork on your EQ (Emotional Intelligence)Shift from reactive (change victim) to proactive (change leader) stanceCultivate organizational resiliency as a strategic priority
26Resilience Assessment What kinds of resilience assets do you see in your station?What resilience deficits concern you and why?R = Magnitude x Frequency of ChangeTime + Expense + Emotional Energy
27Resilience Quotient R = Magnitude x Frequency of Change Time + Expense + Emotional EnergyThe goal is to keep R high, decreasing the denominator even as the numerator increases
28Resources Managing at the Speed of Change, Daryl Conner The Quest for Resilience, Gary Hamel and Liisa Välikangas (HBR 9/03)Leading Change, John KotterLeading in a Culture of Change, Michael Fullan
29Leading Change: Building a Resilient Organization Thank you!Please fill out an evaluation