The Complex Process of Adapting to Reality… Change The Complex Process of Adapting to Reality…

Change… Lorem … Ipsum . Dolor sit amet, Consectetur adipisicing

Change And Transition Change Transition A situational event External Starts with a beginning Transition A process over time Internal Starts with an ending and then gets messy in the middle… Based on work of William Bridges

Starting at the End When Change Happens – Something Else Ended. What is a significant thing in your own life/org that “ended” when some new “change” was introduced?

Organizational Change Present State Transition State Desired State Keeping major change alive is only possible when the pain of the present state exceeds the cost of the transition state – unless it is forced on a system from the outside. The transition state is the phase during which we disengage from the status quo. During this period, we develop new attitudes or behaviors that lead to the desired state. No one likes existing in a state of limbo because the in-between periods are filled with instability, conflict and high stresses. This volatile phase of the change process occurs when the equilibrium of the present state has been disrupted, but the stability of the desired state is yet to be attained. image credit: Daryl Conner, Figure 4, page 88

Noticing the Transition What transition state is currently uncomfortable in your organization – something that is not what it was, but also not what it could be? Present State Transition State Desired State

Predicting the Path of Change There are predictable responses to the reality of change Kubler-Ross Death and Dying Model Conner’s Response to Change Curve Each model shows a “dip” in productivity and attitude with the onset of change Kubler-Ross: 5 stages; Conner expanded to 8 stages: Stability, Immobilization, denial, anger, bargaining, depression, testing, and acceptance Conner’s curve: Uninformed optimism; Informed pessimism; Hopeful realism; Informed Optimism; Completion Blanchard’s Situational Leadership: S1 – Entry; S2 – Grumpy Kitty; S3 – Needs a Mirror; S4 - Mastery

Gap Analysis Current State Desired State Cost and Savings Projected ENDING NEW BEGINNING Current State Desired State Cost and Savings Projected Length of Time to Implementation Hooray! Let’s Go! Room for everyone Organizing Around one point not as useful as watching for movement

THE TRANSITION CYCLE NEW BEGINNING ENDING NEUTRAL ZONE Denial Anger Shock Resistance Fear Frustration Confusion Stress Approach-Avoidance Enthusiasm Impatience Creativity Anxiety Energy Hope Acceptance Skepticism NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross Room for everyone Organizing Around one point not as useful as watching for movement

Skiers How You’d Like It to Go How it Really Goes NEW BEGINNING ENDING Denial Anger Shock Resistance Fear Frustration Confusion Stress Approach-Avoidance Enthusiasm Impatience Creativity Anxiety Energy Hope Acceptance Skepticism NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross How it Really Goes Room for everyone Organizing Around one point not as useful as watching for movement

When I first began to think about it Talking About Change Talking about change up front can enhance the resilience of those who have to live with the reality of it. “Y” moment: When I had worked through my reservations and was ready to give it a try “X” moment: When I first began to think about it

Leadership Differentiation: Relentlessness & Compassion ENDING NEW BEGINNING Denial Anger Shock Resistance Fear Frustration Confusion Stress Approach-Avoidance Enthusiasm Impatience Creativity Anxiety Energy Hope Acceptance Skepticism NEUTRAL ZONE Based on work of William Bridges and Elizabeth Kubler Ross Sober Selling Support / Inspiration Relentless Commitment Leadership Muscles: Relentlessness & Compassion

Doing Something Helpful… Pick an area of significant change in your org, and locate where you and/or your colleagues are on the curve. For an upcoming change that you know about – what X Moments could you create for those impacted? OR What leadership stance/support might be useful? Sober Selling Relentlessness Inspiration and Support

Resources… William Bridges, Transitions Daryl Connors, Managing At the Speed of Change Alan Deutschman, Change or Die Howard Gardner, Changing Minds John Kotter, Managing Change To Reduce Resistance Elisabeth Kubler Ross, On Death and Dying Dana Meadows, Limits To Growth Dean Ornish, Program For Reversing Heart Disease www.mgs-us.com

Maureen MacCarthy maureen@mgs-us.com Thank you Maureen MacCarthy maureen@mgs-us.com