Supply
Chain
Management
Summit
@LoisKelly
The Change !
Challenge!

2
Why
isn’t
anyone
talking
about
how
hard
it
is
to
create
change
inside
organiza@ons?

Be
a
rebel
at
work.
Or
support
one…
or
two…or
10.

A Handbook for Leading
Change from Within
Lois Kelly & Carmen Medina
REBELS
AT WORK
“Rebels at Work is the essential guide to rocking the boat. From the trenches,
Lois Kelly and Carmen Medina outline how to gain credibility, pitch ideas,
navigate politics, manage conflict, and maintain sanity.”
—Adam Grant, Wharton professor and
New York Times bestselling author of Give and Take
Why
is
change
so
hard?
What
does
it
takes
to
lead
change?
How
can
you
support
change
ini@ators?

The top reasons my organization resists change:
1. Execs will never agree to it
2. Not enough resources/too expensive/no budget
3. We’ve tried that before and it didn’t work
4. Need more convincing ROI
5. Like the way things are
6. We avoid conflict, talking about the tough issues

This
is
not
the
age
of
certainty…

It is
the
age
of
massive
crea@vity
&
innova@on

Good
news!
Massive
crea@vity
exists
inside
most
workplaces

complacent
disrup@ve
Yeah,
whatever.
These
people
are
so
stupid..

complacent
disrup@ve
Yeah,
whatever.
These
people
are
so
stupid..
crea@ve
I
wonder
if.

Troublemakers
Good
Rebels
Complain
Create
Break
rules
Change
rules
Me-­‐focused
Mission-­‐focused
Problems
Possibili=es
Alienate
A?ract
Energy-­‐sapping
Energy-­‐genera=ng
Asser@ons
Ques=ons
Pessimist
Op=mist
Point
fingers
Pinpoint
causes
Worry
that…
Wonder
if…
Obsessed
Reluctant
Source:
Rebels
At
Work

TENACITY

We have no money so we’ll have to think.
-­‐-­‐
Sir
Ernest
Rutherford,
father
of
nuclear
physics

Magical thinking
Assumptions
Fears
Love way it was
Certainty
Discomfort
Why
is
change
so
hard?

Urgency
and
good
solu=ons
are
necessary
but
not
sufficient.

“Technical
problems
are
simpler
and
usually
have
apparent
solu@ons.
Adap@ve
challenges
are
so
much
more
complicated
and
involve
human
beings
and
their
emo@ons
and
crap
like
that.”
Technical vs. adaptive challenges

Issue
Technical
solu=on
to
complex,
human
issue
Predict
sales
CRM
systems
Student
learning
Standardized
tests
Mo@vated
workplace
Employee
engagement
PR
Health
care
affordability
Insurance
programs

If
you’re
not
part
of
the
problem,
you
can’t
be
part
of
the
solu@on.

23

Low
Medium
High
How confident are we that we’ve
gotten the problem right?
How well have we thought through
a possible solution?
How much value would this idea
provide?
Do we believe it’s possible?
How much do we want to do it?
Will people support it?
Is it worth taking on?

Understand
the
organiza@on
What
does
the
organiza=on
really
care
about
in
its
gut?
Look
for
aspira@ons
or
anxie@es
How
do
new
ideas
get
approved?
Look
at
someone
who
has
succeeded.
What
does
she/he
do?
25
EMOTIONAL
HOOK
HOW
THINGS
WORK

What
are
your
unshakable
beliefs?
Frame
issue

What’s at stake
Show how the idea relates to what
people want.
What could be
Make the status quo unappealing.
Why it can work
People support ideas they think can
work.
What
do
people
in
your
organiza=on
really
want?
Is
it
stated
or
unstated?
Frame and position the idea

We
fall
in
love
with
talking
tac=cs…
and
forget
to
connect
ideas
to
business
strategy,
beliefs.

Swim down together!
DIT vs. DIY

When
just
10%
of
the
popula@on
holds
an
unshakeable
belief,
their
beliefs
will
always
be
accepted
by
the
majority.
10%
tipping point
Network
research
scien@sts,
Rensselaer
Polytechnic
Ins@tute
h?p://news.rpi.edu/luwakkey/2902
Enlist
support

All change requires difficult conversations.
And talking about the REAL issues.

Objection
Meaning
Response
There are no
resources
It’s not a priority Explore importance,
acknowledge
How will THIS affect
THAT in future?
Desire for certainty What is known. What
can be learned.
Discomfort of
unknowables
Where’s the ROI? How will we know it’s
working?
Create measures
Let’s develop some
consensus on this
Uncertain of its merits What would it take for
you to see value?

When
should
you
quit?
You’ve
burned
too
many
bridges.
No
one
at
work
supports
you.
There
are
no
opportuni@es
to
grow.
Your
values
differ
greatly.

5
@ps
if
you
are
the
boss….

Be kind and thoughtful: Safety
Call BS and be called on BS: Authenticity
Invite cognitive diversity: Creativity
Have a strong backbone & gentle heart: Empathy

• We
can’t
do
that
because….
• We
can
do
that
IF

Be
willing
to
look
at
the
real
problem

What is the risk of NOT changing?

40
Appreciate your rebels.
Appreciation a greater motivator than money.

Newslefer,
resources,
posts:
RebelsAtWork.com
facebook.com/RebelsatWork
@LoisKelly
@RebelsatWork
Find
this
presenta@on
at:
slideshare.net/Foghound