1. IPRA Webinar:
Finding the Courage to Change
Tracey Crawford, CTRS, CPRP
Executive Director, NWSRA
tcrawford@nwsra.org
2. Would you rather…
Would you rather be really hairy or completely bald?
Be 4’5 or 7’7?
Loose your eye site or loose your hearing?
Take a guaranteed $100,00 or a fifty/fifty chance at $1,000,000.00?
Never touch another human again or never touch a computer powered device
again?
Would you rather be homeless or move in with your parents or kids?
Would you rather not be able to use your hands or not be able to walk?
Never brush your teeth again or never brush your hair again?
4. Expectations
We will identify the three levels of change:
You as an individual
Your agency
Your organization
We will identify the obstacles and the opportunities associated
with each level of change
We will help you identify your level of change and help you
create an action plan to address those changes
6. The Conserver
They accept structure
Prefer retaining existing systems and paradigms
May appear cautious and inflexible
Does not like the hard detailed questions
7. The Pragmatist
They explore structure
Operate as mediators and catalysts
Prefer change that best serves the function
May appear reasonable, practical and flexible
However, they will not commit
8. The Originator
They challenge the existing structure
Enjoy risky and uncertainty
Prefer quicker, more expansive and radical change
May appear disorganized and undisciplined
They are original thinkers
9. Why we tend to Avoid Change?
“Thirteen Things Mentally Strong People Don’t Do” by Amy Morin
10. Bad Habit – you tend to justify a bad habit by convincing
yourself that what you are doing really isn’t “that Bad”
Anxiety- you experience a lot of nervousness about changes to
your routine
Worry – even when you are in a bad situation you worry that
making a change might make things worse
Commitment – when ever you attempt to make a change you
struggle to stick with it
Procrastination – you think a lot about making changes but put
off doing anything different until later
11. Resistance – your boss family or friends make changes that
effect you and it is difficult for you to adapt
Fear – the thought of stepping outside of your comfort zone
just seems too scary
Unmotivated – you lack the motivation to create positive
change because it is too difficult
Excuses – I can’t change because…
Overwhelmed – you hesitate to do anything new because it
just seems too big of a commitment.
14. Types of Change
All or nothing – irrevocable, jump in with both feet
Habit change – must be done consistently
Try something new – voluntary
Behavioral change – requires a commitment
Emotional change – intangible change (why questions)
Cognitive change – getting yourself in the right mind set
15. Worksheet
What is the change that you need to make?
Is it a Personal, Health or Career change/goal?
What type of changes are you facing?
What is the timeline for the changes?
What are the action steps needed to make the changes?
18. Remember…
Change is the new NORMAL?!@#*
Sometimes there is a lack of understanding
To Identify the potential issues and concerns that might become
barriers to change
To create a sense of urgency to help build momentum
To create a plan of action to formalize the changes
To empower your team throughout the process so that they have
a measure of control
Employees deal with change differently
Change and how it is handled can strengthen, weaken or stabilize
a team
How you react directly impacts the dynamics and efficiencies of
your team
20. Employees who thrive on
change:
• Results oriented people
• They embrace quick changes and decisions
• They like new products and procedures
• They initiate change within a team
• The challenge the status quo
21. Employees who are NOT
bothered by change:
• They are optimist
• They are enthusiastic
• They have creative solutions
• They keep everyone motivated during flux
situations
22. Employees who resist change
and need time to prepare:
• These are steady decision makers
• They do NOT like to be rushed
• They do not show their emotions regarding the
change
• They take a long time to accept a change, they
are impacted much later by the change
23. Employees who are concerned
with the effects of change:
• They are cautious and careful
• They are objective thinkers
• They want to maintain high standards regardless
of the changes
• They are fine with letting changes happen around
them as long as they can stay on their own course
25. Who is on your team?
Employees who thrive on change: Employees who are NOT bothered
by change:
Employees who resist change and
need time to prepare:
Employees who are concerned with
the effects of change:
26. Leading Your Team Through
Change
Host regular team meetings to communicate upcoming changes
Involve the entire team through the process
Discuss the positive and negative implications of the change
Provide a reason to adopt the change to create a shared
understanding with the team
Allow employees the opportunity to question, challenge and propose
alternatives
27. Worksheet
What is the change that your Team/Agency needs to make?
Is it an Individual, Department/Team, Agency change/goal?
What type of change are you facing?
What is the timeline for the change?
What are the action steps needed to make the change?
28. Wrap-up: Agency/Team Level
Understand that change is the new NORMAL.
Recognize that your team is multigenerational with unique
characteristics.
Identified your teams behavioral reaction to change.
Created opportunities through our Action Plan
30. Prerequisites for change in an
organization:
What are your strengths?
What are your vulnerabilities/weaknesses?
What are your opportunities?
What are your threats?
Strategic Planning!!!!!!
32. What do we mean by Organizational
Change?
It is a process in which an organization changes its structure, strategies,
operational methods, technologies, or organizational culture to affect change
within the organization AND the effects of these changes on the organization.
Organizational change can be continuous or occur for distinct periods of time.
Carnegie School Theory of Organizational Change
33. Carnegie School
Management Model
Focused on studying sources of stabilization and change in
an organization
Three important theories of organizational change:
1. Failure induced change – change that creates a sense of urgency, it
is fear based, and results in immediate action to stabilize your
organization
2. Routinization of organizational activity – change that causes you to
re-evaluate your routines and standard procedures to facilitate and
adapt to change
3. Model of organizational learning – change that is effective when
learning/knowledge influences the change
34. Questions: Organizational Level
Are there changes needed?
Are they major changes?
Are they minor changes?
What type of change is occurring in your agency (structure,
strategy, operation, technology, cultural)?
What is preventing you organization from addressing the
changes that are needed?
36. Step 1:
Establishing a sense of urgency
Leaders that know what they are doing will aim for the
heart and connect to the deepest values of their
employees and inspire them to greatness
Helping others see the need for change so they will be
convinced of the importance of acting immediately;
Inspires a gut level determination to move and win NOW
37. Step 2:
Creating the guiding coalition
Assemble a group with enough power to lead the change effort
Encourage the group to work as a team;
Develop the right vision,
Communicating to the vast number of people,
Eliminating all of the key obstacles
Generating short term wins
Leading and managing dozens of change projects
Anchoring new approaches deep in an organizations culture
38. Step 3:
Developing a change vision
Clarify how the future will be different from the past:
Imagine - a clear picture of what the future looks like
Desirable – appeal to the long term interest of those that have a stake in
the enterprise
Feasible – contain realistic and attainable goals
Focused – clear enough to provide guidance in decision making
Flexible – allow individual initiative and alternative responses
Communicable – easy to communicate and are explained quickly
Create a clear vision that:
Simplifies hundreds and thousands of more detailed decisions
Motivates people to take action in the right direction
Coordinates the action of different people in a fast and efficient way
39. Step 4:
Communicating the vision buy in
Ensuring that as many people as possible understand and
accept the vision
Simple – no tech, no babble or jargon
Vivid – a verbal picture is worth a thousand words, use
metaphor, analogy and examples
Repeatable – Ideas should be able to be spread by
anyone to anyone
Invitational – two way communication is always more
powerful than one way communication
40. Step 5:
Empowering broad-based action
Removing as many barriers as possible and unleashing
people to do their best work
Structural barriers – these are the most difficult
barriers because of the internal structure of the
organization. Realigning incentives and performance
appraisals
Troublesome Supervisors – Interrelated habits that
inhibit change, they are not actively undermining the
effort but they simply are not “wired” to go with the
changes required
41. Step 6:
Generating short term wins
Creating visible unambiguous success as soon as possible –
Within addressing the long term change you have to
celebrate the short term wins
The wins must be clearly related to the change effort and
provides evidence that the sacrifices that people are
making are paying off
Increases optimism for those who are making the effort to
change
Boosts moral and overall motivation
The small wins help to fine tune the vision and strategy by
keeping you on course
43. Step 7:
Never Let Up!
Consolidating gains and producing more change
Even if you are successful in the early stages you must
continue to drive your team forward and drive the nay-
sayers underground
44. Step 8:
Incorporating Change into the culture
Make it stick
Anchoring new approaches in the culture to sustain change
New practices must grow deep roots to remain firmly planted in the
culture
Culture is composed of norms of behaviors and shared values
Culture change comes last not first
You must be able to prove that the new way IS superior to the old way
The success must be visible and well communicated
You will loose some people in the process
You MUST reinforce new norms in values with incentives and rewards
including promotions
Reinforce the culture with every new employee
45. Worksheet
What is the change that your organization needs to make?
Is it a structural, strategic, operational, technology or cultural
change?
What type of change are you facing (urgent, structure or
procedural, organizational learning)?
What is the timeline for the change?
What are the action steps needed to make the change?
46. Wrap-up: Organizational Level
Recognized that organizational change is a process
Identified the theory(s)/types of organizational change
Reviewed a process for managing change on an
organizational level
Created opportunities to address change through our
Action Plan