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The Nature of Change


             Presented by:
         Marty Murphy, CPCU
 Senior Partner, Exceleration Partners
   Principal, MEMurphy Consulting




                                         MEMurphy
                                                         consulting
                                         coaching - training - consulting
Learning Objectives
• Understand the nature of change.
• Recognize what holds us back from change
• Review the being states that set the
  groundwork for change.
• Identify ways to move ahead with change.
• As a leader, find ways to get your team to
  execute change.
Change Concepts
• “Dealing With Change” approaches.
  – Denial, Anger, Bargaining, Depression, Acceptance (5-Stages) —
    Kubler-Ross
  – Endings, Neutral, New Beginnings (Transitions)—Bridges
  – Anticipated Transition, Unanticipated Transition, Non-Event
    Transitions (Adaptive Transitions) — Schlossberg
  – Pre-contemplation, Contemplation, Preparation, Action,
    Maintenance (Transtheoretical Model)—Prochaska and DiClimente

• Today’s concept:
  – Mastering Change--T. Falcon Napier, Tension
    Management Institute
Are humans by nature
 resistant to change?
Is our belief about a resistance to
             change….




                           --Unknown
We Always Seek Change


                                      .
         Get a new haircut.
                                Get a job .




Change careers.               DATE.
       Workout.
Change Is The Central Activity of
    the Human Experience

                          --Charles Darwin, 1859




                         --Steven Hawkins, 1989


                    --The Borg, Stardate 42761.3
The Change Process
1. Evaluate the situation:
  – Safe? Secure? Happy? Healthy?


2. Implement a change.

3. Assess the results.
Change Is Actually
• The central activity of the human
  experience.
• The heart of every relationship.
Humans are
 influential
 by nature.
Everyone Wants You to Change
• Your parents          •   The Surgeon General
• Your teachers         •   Charities
• Advertisers           •   Your co-workers
• Politicians           •   Your Children
• Every person you’ve   •   Your Neighbors
  ever dated            •   The Government
• Your manager          •   The clergy
• Your spouse           •   Your siblings
• Your friends          •   Your pets
You Want Everybody to Change
• Your parents          •   The Surgeon General
• Your teachers         •   Charities
• Advertisers           •   Your co-workers
• Politicians           •   Your Children
• Every person you’ve   •   Your Neighbors
  ever dated            •   The Government
• Your manager          •   The clergy
• Your spouse           •   Your siblings
• Your friends          •   Your pets
You Want                  to Change
•   Your goals                 •   Your friends
•   Your career                •   Your routines
•   Your weight                •   Your habits
•   Your financial situation   •   Your health
•   Your relationships         •   Your personal growth
•   Your lifestyle             •   Your appearance
•   Your diet                  •   Your future
•   Your surroundings          •   Your confidence
•   Your car                   •   Your happiness
HOW IS IT WORKING?




       YOU
HOW IS IT WORKING?




       YOU
HOW IS IT WORKING?




       YOU
Some Basic Truths
• Humans have a herd instinct.

• Everyone is a change agent.

• Your clients have one thing in common:
  They all want something to change.
CHANGE
• The central activity of the human
  experience.

• The heart of every relationship.

• The purpose of every job.
What does someone want as the
  result of making a change?
CONTROL
• The ability to regulate, direct, or influence
  the outcome of a process or event.
• People change in order to gain or maintain
  control.
• People will not change if they are already in
  control.
CONTROL
• People are not resistant to CHANGE, they
  are resistant to losing CONTROL.
• In order for people to change, they must feel
  OUT OF CONTROL.
• In what ways are the people you want to
  influence OUT OF CONTROL?
What REALLY Prompts
Humans to Change?
Tension
High
PRODUCTIVITY
Low




               Low                         TENSION                                High
               ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Tension
              High
                                                                                                                TRESHOLD OF
                                                                                                                ACTIVATION
              PRODUCTIVITY
              Low




                             Low                        TENSION                                High
The level .of tension at which someone will take immediate, definitive action.
                              ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES            YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES            YES
    NO              NO             YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES            YES
    NO              NO             YES            YES
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES            YES
    NO              NO             YES            YES
    YES            YES             NO
Will You Act?
The critical ingredients which determine what changes will
     be made and when those changes will take place.

  Logical        Feasible        Tension           ???
    YES            YES             YES            YES
    NO             YES             YES            YES
    YES             NO             YES            YES
    NO              NO             YES            YES
    YES            YES             NO
Pay Attention to

Your             is based on your natural or learned
       ability to monitor and manage            .
Why Tension?
• Tension affects Emotional State.
• Tension affects Reasoning and
  Decision- Making Abilities.
• Tension affects Resource Assessment.
• Tension affects Productivity.
What Creates Tension?
• Perceived Ability
  – Resources, Experiences, Skills, Knowledge
  – Clueless to Expert
• Perceived Challenge
  – Difficulty, Emotional Involvement
  – Effortless to Impossible
• Perceived Importance
The Tension “Grid”
                                           • Rate “mission critical”
                                             activities on individuals
                                             perceived ABILITY and
                                             CHALLENGE (1-12).
                                           • “Grids” out to create a
                                             picture of where an
                                             individual’s tension level lies
                                             at that particular point in
                                             time.
                                           • You can determine what
                                             steps need to be put in place
                                             to make change happen!
©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
5 Levels Of Stress (Being States)
Stress: …Tension is HIGH. You are feeling very
challenged by this activity. In fact, I would guess you
might be feeling out of control.
Power Stress: …Tension is moderately high. You
may be feeling a strong sense of urgency and feeling
ready for action. You can really take charge here!
Power: …Tension is moderate. You may be feeling
in control. You know what you need to do and you
are really exploring your options. You seem to have
a good balance of resources and emotional energy in
these areas.
Power Apathy: …Tension is moderately low. In fact,
you are feeling very comfortable here – with no real
concern or worry about your ability to accomplish this
activity. But are you feeling complacent? Maybe you
are ready to delegate or create new energy?
Apathy: … are feeling little or no real tension. What
mastery! Expert ability! Low challenge! I bet you can
do this in your sleep? But are you on autopilot?
Zzzzz… Is it time for a new challenge! Remember
apathy is the side effect of total mastery!
                           ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Stress Change Maneuvers

OH05100                                                                     OH05200




   ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Stress Change Maneuvers




  ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
Practical Applications

• Identify what you are trying to change—
  personally and on your teams.
• Do a quick grid to plot your perceived
  Ability and Challenge to determine your
  level of tension.
• Utilize some of the maneuvers to move
  tension on mission critical activities to
  the point of action and change.
In Conclusion
• CHANGE is a natural element of human
  existence.
• We don’t resist CHANGE, we resist losing
  CONTROL.
• Understanding and manipulating TENSION
  are key to effective change.
Thank you for your participation!
              Marty Murphy, CPCU
         marty@excelerationpartners.com
                 404-817-3685

 If you enjoyed this webinar, please be sure to check the
CPCU Society Web site for past and future webinars!




                                                  MEMurphy
                                                                   consulting
                                                   coaching - training - consulting

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Famous Olympic Siblings from the 21st Century
 

Nature Of Change

  • 1. The Nature of Change Presented by: Marty Murphy, CPCU Senior Partner, Exceleration Partners Principal, MEMurphy Consulting MEMurphy consulting coaching - training - consulting
  • 2. Learning Objectives • Understand the nature of change. • Recognize what holds us back from change • Review the being states that set the groundwork for change. • Identify ways to move ahead with change. • As a leader, find ways to get your team to execute change.
  • 3. Change Concepts • “Dealing With Change” approaches. – Denial, Anger, Bargaining, Depression, Acceptance (5-Stages) — Kubler-Ross – Endings, Neutral, New Beginnings (Transitions)—Bridges – Anticipated Transition, Unanticipated Transition, Non-Event Transitions (Adaptive Transitions) — Schlossberg – Pre-contemplation, Contemplation, Preparation, Action, Maintenance (Transtheoretical Model)—Prochaska and DiClimente • Today’s concept: – Mastering Change--T. Falcon Napier, Tension Management Institute
  • 4. Are humans by nature resistant to change?
  • 5. Is our belief about a resistance to change…. --Unknown
  • 6. We Always Seek Change . Get a new haircut. Get a job . Change careers. DATE. Workout.
  • 7. Change Is The Central Activity of the Human Experience --Charles Darwin, 1859 --Steven Hawkins, 1989 --The Borg, Stardate 42761.3
  • 8. The Change Process 1. Evaluate the situation: – Safe? Secure? Happy? Healthy? 2. Implement a change. 3. Assess the results.
  • 9. Change Is Actually • The central activity of the human experience. • The heart of every relationship.
  • 11. Everyone Wants You to Change • Your parents • The Surgeon General • Your teachers • Charities • Advertisers • Your co-workers • Politicians • Your Children • Every person you’ve • Your Neighbors ever dated • The Government • Your manager • The clergy • Your spouse • Your siblings • Your friends • Your pets
  • 12. You Want Everybody to Change • Your parents • The Surgeon General • Your teachers • Charities • Advertisers • Your co-workers • Politicians • Your Children • Every person you’ve • Your Neighbors ever dated • The Government • Your manager • The clergy • Your spouse • Your siblings • Your friends • Your pets
  • 13. You Want to Change • Your goals • Your friends • Your career • Your routines • Your weight • Your habits • Your financial situation • Your health • Your relationships • Your personal growth • Your lifestyle • Your appearance • Your diet • Your future • Your surroundings • Your confidence • Your car • Your happiness
  • 14. HOW IS IT WORKING? YOU
  • 15. HOW IS IT WORKING? YOU
  • 16. HOW IS IT WORKING? YOU
  • 17. Some Basic Truths • Humans have a herd instinct. • Everyone is a change agent. • Your clients have one thing in common: They all want something to change.
  • 18. CHANGE • The central activity of the human experience. • The heart of every relationship. • The purpose of every job.
  • 19. What does someone want as the result of making a change?
  • 20. CONTROL • The ability to regulate, direct, or influence the outcome of a process or event. • People change in order to gain or maintain control. • People will not change if they are already in control.
  • 21. CONTROL • People are not resistant to CHANGE, they are resistant to losing CONTROL. • In order for people to change, they must feel OUT OF CONTROL. • In what ways are the people you want to influence OUT OF CONTROL?
  • 23.
  • 24. Tension High PRODUCTIVITY Low Low TENSION High ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 25. Tension High TRESHOLD OF ACTIVATION PRODUCTIVITY Low Low TENSION High The level .of tension at which someone will take immediate, definitive action. ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 26. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ???
  • 27. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES
  • 28. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES
  • 29. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES
  • 30. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES
  • 31. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES
  • 32. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES
  • 33. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES
  • 34. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES
  • 35. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES YES YES NO
  • 36. Will You Act? The critical ingredients which determine what changes will be made and when those changes will take place. Logical Feasible Tension ??? YES YES YES YES NO YES YES YES YES NO YES YES NO NO YES YES YES YES NO
  • 37. Pay Attention to Your is based on your natural or learned ability to monitor and manage .
  • 38. Why Tension? • Tension affects Emotional State. • Tension affects Reasoning and Decision- Making Abilities. • Tension affects Resource Assessment. • Tension affects Productivity.
  • 39. What Creates Tension? • Perceived Ability – Resources, Experiences, Skills, Knowledge – Clueless to Expert • Perceived Challenge – Difficulty, Emotional Involvement – Effortless to Impossible • Perceived Importance
  • 40. The Tension “Grid” • Rate “mission critical” activities on individuals perceived ABILITY and CHALLENGE (1-12). • “Grids” out to create a picture of where an individual’s tension level lies at that particular point in time. • You can determine what steps need to be put in place to make change happen! ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 41. 5 Levels Of Stress (Being States) Stress: …Tension is HIGH. You are feeling very challenged by this activity. In fact, I would guess you might be feeling out of control. Power Stress: …Tension is moderately high. You may be feeling a strong sense of urgency and feeling ready for action. You can really take charge here! Power: …Tension is moderate. You may be feeling in control. You know what you need to do and you are really exploring your options. You seem to have a good balance of resources and emotional energy in these areas. Power Apathy: …Tension is moderately low. In fact, you are feeling very comfortable here – with no real concern or worry about your ability to accomplish this activity. But are you feeling complacent? Maybe you are ready to delegate or create new energy? Apathy: … are feeling little or no real tension. What mastery! Expert ability! Low challenge! I bet you can do this in your sleep? But are you on autopilot? Zzzzz… Is it time for a new challenge! Remember apathy is the side effect of total mastery! ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 42. Stress Change Maneuvers OH05100 OH05200 ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 43. Stress Change Maneuvers ©2007 All Rights Reserved. T. Falcon Napier & Associates, Inc. www.tensionmanagementinstitute.com
  • 44.
  • 45. Practical Applications • Identify what you are trying to change— personally and on your teams. • Do a quick grid to plot your perceived Ability and Challenge to determine your level of tension. • Utilize some of the maneuvers to move tension on mission critical activities to the point of action and change.
  • 46. In Conclusion • CHANGE is a natural element of human existence. • We don’t resist CHANGE, we resist losing CONTROL. • Understanding and manipulating TENSION are key to effective change.
  • 47. Thank you for your participation! Marty Murphy, CPCU marty@excelerationpartners.com 404-817-3685 If you enjoyed this webinar, please be sure to check the CPCU Society Web site for past and future webinars! MEMurphy consulting coaching - training - consulting