1. Leading Change and Bringing Others Along
Leading Change and Bringing Others Along - Pamela Eddy
This session will review how to lead change based on your own leadership perspectives and what type of change is required at your college. A range of case study scenarios will be employed to help you test drive and practice how you can effect change on your campus and lead others. Resistance to change is often strong, thus we’ll also look at strategies to break through the types of brain barriers that often stop change initiatives.    
Pamela L. Eddy, William & Mary
Faculty Change Agents Workshop, June 2017

2. “What if we don’t change at all…. and something magical just happens?

3. Leading Change ala John Kotter
The Big Opportunity here is a focus on student success, broadening participation, and increasing career pathways.

4. Kotter and Cohen believe that the single biggest challenge in the change process is changing people’s behavior.
Core pattern associated with successful change:
See (offer compelling data that grabs attention)
Feel (foster an environment where there is buy-in)
Change (institutionalize the initiative)
(2002). The heart of change

5. Resistance to Change Individual Level Organizational Level
Fear of unknown
New learning
Disruption of existing relationships
Doing new things poorly
Organizational Level
Threats to power
Inertia in organizational structure
System relationships
Sunk costs & Investments

6. The Kübler-Ross Change Curve
Integration
Changes integrated, renewed individual
Denial
Disbelief, looking for evidence that it isn’t true
Decision
Learning how to work in new situation
Frustration
Recognition that things are different, anger
Morale and competence
Shock
Surprise or shock at the event
Experiment
Initial engagement with new situation
Implementation Dip
Depression
Low mood, lacking in energy
Time

7. Brain Barriers Failure to See—Conceiving Failure to Move—Believing
Failure to Finish—Achieving If you want others to change, you need to demonstrate your own willingness and ability to change. Black and Gregersen, 2002, p. 137

8. Performance Dashboard
Conceiving—Believing—Achieving
Identify key elements to measure.
Establish how key elements will be measured.
Establish how often the measures will be taken.
Establish a baseline of performance.
Establish target performance levels.
Black and Gregersen, p. 171.

9. Structural Human Resources Political Symbolic
Metaphor for Organization
Factory or machine
Family
Jungle
Carnival, temple theatre
Central Concepts
Rules, roles, goals, policies, technology, environment
Needs, skills, relationships
Power, conflict, competition, organizational policies
Culture, meaning, metaphor, ritual, ceremony, stories, heroes
Image of Leadership
Social architecture
Empowerment
Advocacy
Inspiration
Basic Leadership Challenge
Attune structure to task, technology, environment
Align organizational and human needs
Develop agenda and power base
Create belief, beauty meaning
Organizational Ethic
Excellence
Caring
Justice
Belief
Describe how this fits in within the context of the case.

10. Reframing Change Structural Human Resources Political Symbolic
Barriers to Change
Loss of direction, clarity, and stability; confusion, chaos
Anxiety, uncertainty; people feel incompetent and needy
Disempowerment; conflict between winners and losers
Loss of meaning and purpose; clinging to the past
Essential Strategies
Communicating, realigning, & renegotiating formal patterns and polices
Training to develop new skills; participation & involvement; psychological support
Developing arenas where issues can be renegotiated and new coalitions formed
Creating transition rituals; mourn the past, celebrate the future
Bolman & Deal, 2013, p. 378

11. Practice Scenarios—Step One
Step One: High Frame Groups (Blue number)
Imagine the person you are trying to convince is coming from your same frame, what strategies for change would you use?
You do not have to limit yourself to one strategy.
What mean for people like me? For people that are different?
Mix with this.

12. Practice Scenarios—Step Two
Step Two: Jigsaw (Green letter)
What changes in your team’s strategy by using multiple frames?
How do you understand your own framing preferences now?

13. Lessons Learned—Reflective Questions
What strategies did you pick up in your discussion with others?
How can you apply these ideas within your department? On your campus? With administrators?
How does this relate to your experiences on campus?
Shout out for 30 sec for the range of strategies you came up with
Think about for action plans and have multiple opportunities to do this and in regional communities.

14. Critical Reflection
In what ways do you understand more about the range of frames and how you can apply them in your practice?
In moving ahead, how are you going to use the strategies you learned with your colleagues and administrators?
What strategies can you now apply in response to resistance to change?
As you think about your action plan, what strategies might you employ?
In order to reach my colleagues in the regional workshops, I will now….
In working on our action plan, I will employ the following strategies….