Post 377 - Talking about healthcare over the weekend, I was moved to hope that Congress gives up on the current bills, all of which are disasters, then drafts a new one and implements it considering the following guidelines. All the effort and energy expended in developing and approving a strategy for change is to no avail if the results aren’t implemented effectively. Experience suggests using the following guidelines:
• If possible, introduce changes on a small prototype scale first, with the understanding they’ll be expanded later on. The intent is not to “see if they work” but rather to learn how to make them work effectively.
• Sites for prototypes should be chosen to provide the best opportunities for learning, rather than presenting the greatest challenge to the concepts involved.
• Treat mistakes as opportunities for learning, not as experiences to punish or ignore. Make sure the learning loop gets closed quickly while the experiences are still fresh in people’s minds.
• Deal with emerging issues promptly. Don’t allow dissatisfaction and frustration to reign unchecked. Some frustration is helpful as a prelude to learning, but it's easily overdone.
• Provide formal training on an “as needed“ basis during the implementation phase, rather than trying to get it over with all at once in the beginning. Skills and concepts can be acquired more effectively when there’s some previous context in which to assess their usefulness.
• Design the training around specific, identified needs rather than using existing pre-packaged programs. The focus of the training should be developmental rather than remedial, as people tend to embrace the former while resisting the latter.
• When replacing people who leave, retire or are promoted, look to appoint or hire those who possess the personal philosophies and capabilities called for by the change initiative.
• Provide constant high-visibility feedback on what’s going right. Avoid publicizing only problems and failures. Create special events to celebrate specific achievements.
• Evaluate progress from the beginning of the implementation and don’t be afraid to introduce corrections if change elements aren't working out as planned.
• Don’t over-structure the details of implementation since doing so limits opportunities for initiative and learning by those involved. It also incorrectly presupposes that every detail can be planned in advance.
• If the change moves too quickly, many people will be left behind. As a result, they’ll be unsure about the purpose and detail of what’s likely to be implemented and unable to frame appropriate questions to express their concerns.
• People are, at times, resistors as well as initiators of change. They’re involved on both sides of the process of adjusting to change. Resistance by itself is neither good nor bad. It may be based on good reasons or it may not. Resistance, like pain, doesn’t tell what’s wrong, only that something is probably wrong. It’s always a signal that further inquiry is advisable.
• Try to reframe “I don’t want to change…” into, “It won’t work for me because…”
A final thought from Sarah Ban Breatnach: “Lasting change doesn’t happen overnight. Lasting change happens in infinitesimal increments; a day, an hour, a minute, a heartbeat at a time.”
Showing posts with label managing change.. Show all posts
Showing posts with label managing change.. Show all posts
Monday, November 30, 2009
Wednesday, September 2, 2009
How not to manage change.
Post 317.
After 30-years experience as an executive coach and consultant, here's a summary of how I've seen weak managers deal (or not deal) with change:
• They don’t set specific change goals and measure toward them for success
• They're reactive, not proactive, wait until they're forced to change
• They don’t get out in front of change
• They see change as the exception, not the rule
• They procrastinate – put it off 'till tomorrow
• They like to tell people what to do, they're bad listeners
• They try to “order it in”
• They think they can do it all by themselves
• They don’t involve others or ask for input and feedback
• They don’t trust others
• They're reluctant to confront long-term employees
• They dislike confrontation – see everything in win/lose terms
• They argue with others when they get feedback
• They don’t tell employees why change is needed
• They're impatient – want 'better' results right away
• They're not always clear exactly what 'better' means
• They try to change too many things at the same time
• They don’t realize how different change elements are interconnected
• They don’t use pilot programs to learn and make corrections
After 30-years experience as an executive coach and consultant, here's a summary of how I've seen weak managers deal (or not deal) with change:
• They don’t set specific change goals and measure toward them for success
• They're reactive, not proactive, wait until they're forced to change
• They don’t get out in front of change
• They see change as the exception, not the rule
• They procrastinate – put it off 'till tomorrow
• They like to tell people what to do, they're bad listeners
• They try to “order it in”
• They think they can do it all by themselves
• They don’t involve others or ask for input and feedback
• They don’t trust others
• They're reluctant to confront long-term employees
• They dislike confrontation – see everything in win/lose terms
• They argue with others when they get feedback
• They don’t tell employees why change is needed
• They're impatient – want 'better' results right away
• They're not always clear exactly what 'better' means
• They try to change too many things at the same time
• They don’t realize how different change elements are interconnected
• They don’t use pilot programs to learn and make corrections
Monday, August 31, 2009
How to be successful in an uncertain world.
Post 315 - We live in a “VUCA” world, characterized by Volatility, Uncertainty, Complexity and Ambiguity. If you want to transform the anxieties and fears this generates into growth, progress and achievement, here are some ideas about moving your life in that direction.
• Focus on others.
Fear and uncertainty can make you feel isolated and helpless. So, go the other way, expand your connections and help others transform their negatives into positives. The more you do this, the more you become a source of confidence for everyone else, and the less you’ll worry about your own situation. You'll get everything you want out of life when you help enough other people get what they want.
• Become an attractor.
People always want someone or something that will add value to their lives - offerings that eliminate their dangers, capture their opportunities, and reinforce their strengths. When you focus on providing these kinds of offerings, your attractiveness naturally follows.
• Look for new opportunities.
Things you took for granted in the past may be disappearing. If so, get over it, stop replaying those old tapes and move on. Explore an entirely new direction instead – one that exposes you to new ideas, new energies, new tools, and new resources. Treat your current situation as an opportunity to achieve far more than you ever could have before.
• Turn challenges into progress.
New difficulties will either defeat you or uncover new strengths. Your muscles always get stronger from working against resistance. The same is true for your mind, your spirit, and your character. Treat this whole period of challenge as a time when you can make the greatest progress as a person.
• Plan for the present.
The future for most of us is just an abstraction. The only future with reality is the one you create for yourself through each day’s contributions, achievements and results. So focus your energies on what you can get done over the next 24 hours and repeat this every single day of your life.
• Forget your past glories.
Many people define themselves by external events. When these change abruptly, they don’t know who they are, and they keep trying to be who they used to be. Instead, take your cues from your own dreams, ideals, values, and principles. These never need to change, regardless of the circumstances. Take advantage of the external confusion to become more self-directed, self-managed, and self-motivated.
• Learn to see the glass as half full.
When things change for the worse, many desirable resources are missing - information, knowledge, tools, systems, personnel, and capabilities. These deficiencies will paralyze people who believe they can’t make decisions and take action without them. Instead, take advantage of every resource that’s immediately available to achieve as many small results and to make as much daily progress as possible. Work to use every resource and opportunity at hand, and your confidence will continually grow.
• Give thanks for what you have.
Complaining only attracts negative thoughts and negative people. Gratitude creates opportunities for the best thinking, actions and results to emerge. Focus on everything that you have to be grateful for. Share this with others and you’ll open yourself up each day to the best possible consequences.
• Grow your responsiveness.
When things are going well, many people think they’re in control of what’s happening, and so they feel defeated and depressed when things start to go badly. They think they’ve lost some fundamental ability. The most consistently successful people know they can’t control events - but continually work towards developing greater control over their creative responses to events. When times are uncertain, focus all of your attention and energies on finding creative responses.
A final thought: "When we’re no longer able to change a situation, we’re challenged to change ourselves." - Viktor Frankl
• Focus on others.
Fear and uncertainty can make you feel isolated and helpless. So, go the other way, expand your connections and help others transform their negatives into positives. The more you do this, the more you become a source of confidence for everyone else, and the less you’ll worry about your own situation. You'll get everything you want out of life when you help enough other people get what they want.
• Become an attractor.
People always want someone or something that will add value to their lives - offerings that eliminate their dangers, capture their opportunities, and reinforce their strengths. When you focus on providing these kinds of offerings, your attractiveness naturally follows.
• Look for new opportunities.
Things you took for granted in the past may be disappearing. If so, get over it, stop replaying those old tapes and move on. Explore an entirely new direction instead – one that exposes you to new ideas, new energies, new tools, and new resources. Treat your current situation as an opportunity to achieve far more than you ever could have before.
• Turn challenges into progress.
New difficulties will either defeat you or uncover new strengths. Your muscles always get stronger from working against resistance. The same is true for your mind, your spirit, and your character. Treat this whole period of challenge as a time when you can make the greatest progress as a person.
• Plan for the present.
The future for most of us is just an abstraction. The only future with reality is the one you create for yourself through each day’s contributions, achievements and results. So focus your energies on what you can get done over the next 24 hours and repeat this every single day of your life.
• Forget your past glories.
Many people define themselves by external events. When these change abruptly, they don’t know who they are, and they keep trying to be who they used to be. Instead, take your cues from your own dreams, ideals, values, and principles. These never need to change, regardless of the circumstances. Take advantage of the external confusion to become more self-directed, self-managed, and self-motivated.
• Learn to see the glass as half full.
When things change for the worse, many desirable resources are missing - information, knowledge, tools, systems, personnel, and capabilities. These deficiencies will paralyze people who believe they can’t make decisions and take action without them. Instead, take advantage of every resource that’s immediately available to achieve as many small results and to make as much daily progress as possible. Work to use every resource and opportunity at hand, and your confidence will continually grow.
• Give thanks for what you have.
Complaining only attracts negative thoughts and negative people. Gratitude creates opportunities for the best thinking, actions and results to emerge. Focus on everything that you have to be grateful for. Share this with others and you’ll open yourself up each day to the best possible consequences.
• Grow your responsiveness.
When things are going well, many people think they’re in control of what’s happening, and so they feel defeated and depressed when things start to go badly. They think they’ve lost some fundamental ability. The most consistently successful people know they can’t control events - but continually work towards developing greater control over their creative responses to events. When times are uncertain, focus all of your attention and energies on finding creative responses.
A final thought: "When we’re no longer able to change a situation, we’re challenged to change ourselves." - Viktor Frankl
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