Slides from Human-Centered change workshop presented at ARJE Annual gathering in Seattle

1. Human-Centered Change
ARJE Annual Gathering 2018
Seattle, WA | January 2018

2. Question of the
Day

3. What was your first job?

5. Organizations
don’t transform.
People transform.

6. Baseline Successful OutcomesUnsuccessfulOutcomes
Influence Outcomes
Source: Terry Bacon, Elements of Influence

7. We are facing profound changes in every sector
• Rise of Mobile
• Cloud platforms
and services
• Open source
• Machine Learning
• AI
• Automation
Technology
• Multiple
generations
• Culture of
entrepreneurship
• Purpose driven
economy
• Competition for
talent
• Virtual staff
Workforce
• Expectations
focused on speed,
convenience and
personalization
• Technology is
driving new
experiences
Customers/Clients

8. Technical vs
Adaptive Change

9. Technical
Challenge
Adaptive
Challenge
Challenges: Clear
Solutions: Clear
Examples:
• Financial & accounting systems
• Contracting and procurement
• Integration of IT system
Challenges: Require Learning
Solutions: Require Learning
Examples:
• Organizational identity
• Staff Engagement
• Future of Jewish education
Challenges: Clear
Solutions: Require Learning
Examples:
• Team Structures
• Moving locations
• Processes & practices
Adaptive Challenges
Puzzles Mysteries

10. Puzzles
Mysteries
vUsing Design Thinkingas
a tool for identifying
needs& solving
mysteries.
vLeadingadaptivechange
in a human-centered
way.

11. Successful adaptations
enable a living system to take
the best from its history into
the future
-Practice of Adaptive Leadership

12. People don’t fear change,
They fear loss.

13. A framework for change
Core
• Company values
• Who we serve
Emerging
• New ways of
working
• New programs or
structures
Legacy
• Siloed teams
• Ownership of
programs
• /processes

14. Adaptive Leadership Framework
CoreChange Emerging Legacy
Place
post it
here
Most change initiatives fail to acknowledge the large
percentage of values, activities and processes that
are NOT changing. The core elements are pieces that
helped us get to where we are today and will continue
to be relevant as we evolve in the future. They need to
be protected, and invested in, as change occurs.
What is core to our organization that won’t change
(values, activities, beliefs)?
What is not changing for
your team/organization?
What change is your team
currently facing?
Adapted from: The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Review Press, 2009 by Ronald Heifetz, Alexander Grashow, and Marty Linsky.
Transformation requires change, and is crucial
to our future relevance. There are behaviors and
activities that are currently happening now that signal
change is needed.
What are we discovering that needs to change?
What new capabilities and cultural attributes are
we developing to help with our transformation?
Letting go of what we no longer need is liberating,
and helps us transform into someting new. Let’s
honor what we need to leave behind and focus on
our emerging needs for growth.
What is no longer serving our company culture and will
be left behind once this change happens? How might we
share and discuss this change in a way that acknowledges
people’s potential sense of loss?
What are some new behaviors, values,
or actions your team must adopt?
What legacy ways of working
must be left behind?
Place
post it
here
What is one message you want
people to walk away with?
How it can help: The Core-Emerging-Legacy Framework can help leaders frame and communicate the changes their organization is currently experiencing.
Try using this framework and worksheet to plan how you message and introduce change initiatives.
People don’t fear change, they fear loss…
http//:catalyz.io
Who we serve
Our mission
New curriculum
Multi-gradeprograms
Team teaching
Ownership over programs
Planning process
Staffing model

15. Productive Zone of Disequilibrium

16. Competing Commitments

17. Immunity to Change Worksheet
What is ONE thing I’d like
to change or improve on?
What I’m doing that goes
against that change:
My hidden competing
commitments: My big assumptions:
Choose something you want to change that would
make a big difference, one you truly want to
achieve. Ask yourself (or imagine asking a group of
people who know you well): What is the single most
powerful change I could I make to improve my life
(or work performance, relationship, finances, etc.)?
Next, specify what concrete behaviors are neces-
sary to achieve this goal. Frame them as positive
statements (for example, “delegate more” vs. “stop
doing all the work myself”).
Ask yourself (or an imagined observer): What’s the
thing you do, or don’t do, that most gets in the way
of what you want to change?
Take stock of the things you do instead of the
behaviors that could create positive change.
You don’t need to explain or understand your ob-
structionist behaviors. Just notice them and write
them down. Define your actions, not your feelings.
When you write down your hidden commitments,
you are now able to see across the three columns
how you have one foot on the gas pedal (column 1)
and one foot on the brake pedal (column 3). This is
the immune system “protecting” you from feared,
undesireable outcomes.
What assumptions are you holding about how
people might respond to you if you stopped
exhibiting the behaviors from Column 2?
Look for assumptions that anchor and inform your
specific hidden commitments. Notice how your
assumptions lead to the very behaviors that
undermine, rather than support, your goal.
Refine my workshop
planning process
Trying to squeeze in
too much
information
Underestimate how
much timeI’llneed
Trying to share ALL
context/case studies
at once
Committed to
offering value to all
Committed to not
looking
underprepared
Committed to
maintaining
“expert” persona
If I don’t pleaseall, I’vefailed
More tools= more value
That one final model
mightmake or break
my presentation

18. Principles of Leading Adaptive Challenges
Experimentation Curiosity & EmpathyCo-Creation

19. Worksheets

20. Adaptive Leadership Framework
CoreChange Emerging Legacy
Place
post it
here
Most change initiatives fail to acknowledge the large
percentage of values, activities and processes that
are NOT changing. The core elements are pieces that
helped us get to where we are today and will continue
to be relevant as we evolve in the future. They need to
be protected, and invested in, as change occurs.
What is core to our organization that won’t change
(values, activities, beliefs)?
What is not changing for
your team/organization?
What change is your team
currently facing?
Adapted from: The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Review Press, 2009 by Ronald Heifetz, Alexander Grashow, and Marty Linsky.
Transformation requires change, and is crucial
to our future relevance. There are behaviors and
activities that are currently happening now that signal
change is needed.
What are we discovering that needs to change?
What new capabilities and cultural attributes are
we developing to help with our transformation?
Letting go of what we no longer need is liberating,
and helps us transform into someting new. Let’s
honor what we need to leave behind and focus on
our emerging needs for growth.
What is no longer serving our company culture and will
be left behind once this change happens? How might we
share and discuss this change in a way that acknowledges
people’s potential sense of loss?
What are some new behaviors, values,
or actions your team must adopt?
What legacy ways of working
must be left behind?
Place
post it
here
What is one message you want
people to walk away with?
How it can help: The Core-Emerging-Legacy Framework can help leaders frame and communicate the changes their organization is currently experiencing.
Try using this framework and worksheet to plan how you message and introduce change initiatives.
People don’t fear change, they fear loss…
http//:catalyz.io

21. Immunity to Change Worksheet
What is ONE thing I’d like
to change or improve on?
What I’m doing that goes
against that change:
My hidden competing
commitments: My big assumptions:
Choose something you want to change that would
make a big difference, one you truly want to
achieve. Ask yourself (or imagine asking a group of
people who know you well): What is the single most
powerful change I could I make to improve my life
(or work performance, relationship, finances, etc.)?
Next, specify what concrete behaviors are neces-
sary to achieve this goal. Frame them as positive
statements (for example, “delegate more” vs. “stop
doing all the work myself”).
Ask yourself (or an imagined observer): What’s the
thing you do, or don’t do, that most gets in the way
of what you want to change?
Take stock of the things you do instead of the
behaviors that could create positive change.
You don’t need to explain or understand your ob-
structionist behaviors. Just notice them and write
them down. Define your actions, not your feelings.
When you write down your hidden commitments,
you are now able to see across the three columns
how you have one foot on the gas pedal (column 1)
and one foot on the brake pedal (column 3). This is
the immune system “protecting” you from feared,
undesireable outcomes.
What assumptions are you holding about how
people might respond to you if you stopped
exhibiting the behaviors from Column 2?
Look for assumptions that anchor and inform your
specific hidden commitments. Notice how your
assumptions lead to the very behaviors that
undermine, rather than support, your goal.