The document summarizes a presentation about communicating change to students. It discusses different styles of handling change, perceptions of those styles, and provides tips for leading change including acknowledging feelings, investigating options, implementing changes, and creating a new culture. It also outlines Kotter's 8 steps for leading organizational change.

1. Missouri S&T Student Leadership Conference Jan. 26, 2008 Andrew Careaga, Director of Communications Missouri University of Science and Technology Communicating Change , Inside and Out

4. Why do we fear it? CHANGE

5. From smooth rowing…

6. … to ‘permanent white water’

9. What about this change ?

15. CSI: Rolla

17. The three change styles Conservers Pragmatists Originators Traditionalists Mediators Change agents Accept the structure Explore the structure Challenge the structure Prefer incremental change Prefer functional change Prefer expansive change

24. Perceptions: conservers and originators Divisive, impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow through Wanting change for change’ sake Not understanding how things get done Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas Conservers see originators as: Originators see conservers as:

25. Perceptions of the pragmatists Conservers and originators see pragmatists as: Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team needs

26. Collaboration: can we really all work together Conservers Pragmatists Originators Prefer to keep current structure operating smoothly Prefer balanced inquiry Prefer to challenge accepted structure Focus on relationships Focus on shared objectives Focus on the task Encourage building on what is already working Encourage looking at the current circumstances Encourage exploring new possibilities

27. Change and the creative process Incubation  Inspiration  Perspiration  Verification Roles in the creative process Conservers Pragmatists Originators Verification Perspiration Inspiration Refine Concretize Conceptualize Follow through Implement Initiate

33. Leadership and communication Principle Leader-communicators’ role and skills Direction Clarify organization’s direction with a vision plan and translating it into a strategic plan Implementation Understand how organization works and the steps and actions required to implement the plan Development Making the most of opportunities to enhance the team’s skills and abilities Alignment Clarify and change image, core values and programs – communicate internally and externally

34. Leadership and communication (continued) Principle Leader-communicators’ role and skills Institutionalization Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision Evaluation Monitoring outcomes and improving the delivery of service

35. The cycle of change Cognitive domain Emotional domain Past orientation Future orientation GIVE INFORMATION GIVE ENCOURAGEMENT GIVE REINFORCEMENT GIVE SUPPORT I Acknowledging IV Implementing Reacting II Investigating III

36. Transition and typical reactions Stage 1 Acknowledging People are shocked, feel threatened Denial People appear distracted, forgetful Low productivity Stage 2 Reacting Various reactions – anger, depression, withdrawal, etc. People try to “bargain” to do things the old way People believe they can wait out the change People go back to stage 1 when their feelings are denied or ignored

37. Transition and typical reactions (continued) Stage 3 Investigating People may display grief/sadness over loss but begin to explore future options Mix willingness to explore new options with reservation Emotions range from excitement to anxiety Stage 4 Implementing People appear ready to establish new routines, adapt to new systems, help others learn new ways Comfort with change engenders more flexibility, creativity and risk-taking The change is viewed as the way things are done

38. Communication do’s and don’ts Do’s Don’ts Acknowledging Give information Give visible support Provide information consistently and repeatedly Provide facts Hit people over the head with the truth Push for acknowledgement (can intensify reacting) Reacting Give support Listen Acknowledge feelings Provide time Be empathetic Argue Attempt to convince Push investigation

39. Communication do’s and don’ts Do’s Don’ts Investigating Give encouragement Create opportunities to explore Employ participative decision-making Outline pros and cons Push choices Rush choices Punish mistakes Overestimate or misrepresent future options Implementing Give reinforcement Reward effective performance Support risk-taking and innovation Encourage communication Get out of the way Micromanage Control choices Limit participation

42. A fable about change Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions John Kotter, Harvard change management guru