© 2013 Center for Creative Leadership. All rights reserved. Your Change Motto Corey E. Criswell 2013 Staff Professional Development Conference CLIMATE/CHANGE June 24, 2013

© 2013 Center for Creative Leadership. All rights reserved. This is the beginning. -Mau, Massive Change

© 2013 Center for Creative Leadership. All rights reserved. We are playing a new game by old rules. -Barnett, The Pentagon’s New Map

© 2013 Center for Creative Leadership. All rights reserved. The world is flat. - Friedman, The World Is Flat

© 2013 Center for Creative Leadership. All rights reserved. Only three things happen naturally in organizations: frustration, confusion and underperformance. Everything else requires leadership. - Peter Drucker, Management Consultant

Management

Leadership

© 2013 Center for Creative Leadership. All rights reserved. Change Style A preferred reaction to change and situations that involve change

© 2013 Center for Creative Leadership. All rights reserved. Change Style Facts Style reflects aspects of personality or neurological preferences — like right- or left-handedness

© 2013 Center for Creative Leadership. All rights reserved. Change Style Facts Your preference does not indicate effectiveness at utilizing that style

© 2013 Center for Creative Leadership. All rights reserved. Change Style Facts There is no right or wrong, “better” or “worse” style

© 2013 Center for Creative Leadership. All rights reserved. CHANGE STYLE CONTINUUM CONSERVERORIGINATORPRAGMATIST

© 2013 Center for Creative Leadership. All rights reserved. CHANGE STYLE CONTINUUM CONSERVERORIGINATORPRAGMATIST Where Do You See Yourself?

Self Awareness

© 2013 Center for Creative Leadership. All rights reserved. Why This Is Important Manage your response to change Recognize and appreciate the contributions that each change style offers Increase productivity through effective responses to change style differences

© 2013 Center for Creative Leadership. All rights reserved. 1. Think about the structures (reimbursement policies, department rules, tenure policies, hiring guidelines, etc.) you encounter at work. In most situations at work, do you see yourself as someone who: a. Accepts structure b. Explores structures c. Challenges structures

© 2013 Center for Creative Leadership. All rights reserved. 2. When faced with trying to solve a complex problem, you start by: a. Trying to retain existing systems, policies, guidelines and models b. Trying to get more information by operating as a mediator between groups or ideas c. Trying to think of new and novel solutions and enjoying the risk and uncertainty

© 2013 Center for Creative Leadership. All rights reserved. 3. When you think about situations that involve change (starting a new project, workload change, new supervisor, moving to a new desk, restructuring the department, teaching a brand new course, etc.) you prefer: a. Gradual continuous change b. Change that best serves the function c. Quicker, more expansive and radical change

© 2013 Center for Creative Leadership. All rights reserved. 4. Think about a recent change you’ve experienced at work. To your coworkers, you probably appear: a. Cautious and inflexible; you ask the hard, detailed questions b. Reasonable, practical and flexible; you see both sides of an issue c. Disorganized and undisciplined; you are an original thinker

© 2013 Center for Creative Leadership. All rights reserved. 5. How many times did you select a, b, and c? a. If you selected “a” on 3 or 4 of the questions you are a CONSERVER b. If you selected “b” on 3 or 4 of the questions or you selected a mix of a, b, and c you are a PRAGMATIST c. If you selected “c” on 3 or 4 of the questions you are an ORIGINATOR

© 2013 Center for Creative Leadership. All rights reserved. CHANGE MOTTOS

© 2013 Center for Creative Leadership. All rights reserved. CONSERVER “Let’s preserve the status quo!”

CONSERVER STEADY, RELIABLE, CONSISTENT Follows agreed upon rules Facilitates coordination & integration of ideas Promotes continuous improvement Encourages traditional values

© 2013 Center for Creative Leadership. All rights reserved. ORIGINATOR “Let’s do something new and different!”

ORIGINATOR VISION, ENERGY, NOVELTY Displays enthusiasm Provides long-range vision Seeks to lead start-ups Prefers more than one task at a time Conceptualizes new systems

© 2013 Center for Creative Leadership. All rights reserved. PRAGMATIST “Let’s change with purpose!”

PRAGMATIST FACILITATE, COOPERATE, MEDIATE Builds cooperation (doesn’t expect it) Adapts experience to solve current problem Encourages “walking the talk.” Asks everyone’s input in the dialogue Finds common ground for taking first steps

CONSERVERS MAY SEE ORIGINATORS AS: Disruptive Disrespectful of tradition and history Wanting change for the sake of change Generating turbulence in the work environment Insensitive to the feelings of others

CONSERVERS & ORIGINATORS MAY SEE PRAGMATISTS AS: Easily influenced Compromising Advocating all perspectives Mediating Indecisive

ORIGINATORS MAY SEE CONSERVERS AS: Rigid Resistant Slow to initiate change Can’t see the big picture Too rule following

© 2013 Center for Creative Leadership. All rights reserved. C ONSERVER P RAGMATIST ORIGINATOR Steady Reliable Consistent Rigid Slow to Initiate Change Facilitate Cooperate Mediate Slow to Move Indecisive Vision Energy Novelty Impatient Short-changes implementation

© 2013 Center for Creative Leadership. All rights reserved. Change Styles by Profession

© 2013 Center for Creative Leadership. All rights reserved.

Change Process Model

© 2013 Center for Creative Leadership. All rights reserved. 70% of all change efforts FAIL

© 2013 Center for Creative Leadership. All rights reserved. 20/60/20

© 2013 Center for Creative Leadership. All rights reserved. Q&A