Change Artistry
- Are you ready to change?
Are you aware of your own emotional state?
Does the other person want to change?
Does the other person want for coaching from you?
Are you clear on the goal?
Are you open to other approaches?
Are you ready to encourage rather than evaluate?
- Questions for entering
Self
Other
How do you feel about your current coaching assignment?
How do you feel about the change you are helping people make?
How do you feel about the people you will be coaching?
What are five good and valid reasons the people you are working with might have for not changing?
What exists in the organization that might keep people from successfully making the change?
Which of these factors are in their control?
Which are within their sphere of influence?
Which of these factors are in your control? Your sphere of influence?
- Entering groups
Get to know the other group members and become known by them
Learn something of the group's history and context
Orient themselves to the goal, tasks, and priorities of the group
Look for ways to contribute that line up with those goals and priorities
- Four tips for getting your ideas accepted
It's not about you
It's about who you know
Action creates attraction
Timing is everything
- Choosing a coaching role
Responsibility for client results
VS Responsibility for client growth
(check matrix)
Sources of power
(check matrix)
Coercive
Reward
Position
Information
Network
Expert
Referent
Organizational effect
Compliance
Buy-in
Engagement
Fight, flight, take
Results L1
Growth L1: Reflective observer
Growth L2: Facilitator
Growth L3: Counsellor
Results L2
Growth L2: Teacher
Growth L3: Coach
Growth L1: Technical advisor
Results L3
Growth L2: Modeller
Growth L3: Partner
Growth L1: Hands-on expert
Less trust
More trust
- Shifting the pattern
Does the group you are working
with want help from you?
What are your sources of
power regarding this group?
If yes, what is the basis for this?
If no, how could you change this?
Positional authority
Expertise and respect for your knowledge
Relationships and friendliness
Reciprocity
If you want people to change their behavior,
change the system that drives the behavior
Structures that drive
patterns of behavior
Containers
Differences
Exchanges
(flow of value within and between containers)
Physical (e.g.: a tem room)
Organizational (e.g.: a department)
Psychological or conceptual
(e.g.: a goal a set of professional concerns)
Interventions
(examples)
Strengthen the shared picture and vision of the product
Strengthen focus on common goal
Move the teams to a team room
Have all the team members reporting to one manager who has the responsibility for the project
Remove roles, make everyone a team member
Make the project container stronger
Interventions
(examples)
Algin management objectives
Cross-train to create generalizing specialists VS specialists
Interventions
(examples)
Provide a facilitator
Change the rhythm and content of meetings
(meetings can also be thought of as a container)
Have team members reporting their status to each other
Hold a retrospective
Have a social exchange
Show and explain how the project and each person contributes to the company
Change the bonus structure
- Seven lessons from a top-down change
- A change usually represents someone's best idea on how to solve a problem or respond to an external event
- One person's carefully considered idea is another person's incomprehensible surprise
(it's very important for people to understand the thinking behind a change. They need information and time to digest it)
- The people seeking a change may value different things than the people expected to change
(people who asks others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what's valuable to the people they expect to change)
- Change always involves loss
(think about who is benefiting and who is losing as a result of the change, and then be prepared to empathize with people's sense of loss)
- Choice or coercion depends on where you sit
(engage the affected people in designing the change. Engagement increases support)
- How people respond to a change
is a rich source of information
(learn the reason behind "resistance")
- People change to retain something they value
(take time to find out what people value and how the change relates to what they value)
They don't know how to do what they're being asked to do
They don't feel they have time to learn the new way and still meet existing goals and targets
They believe the existing is better
They don't think the new way will work
They believe the new way will cause harm - to customers, the company, the employees,...
They don't like or don't respect the person requesting the change
The new suggestion is counter-intuitive given people's existing models of how the world works
The new way runs counter to existing reward structures or other organizational systems
Lack of enthusiasm for a change proposal may not mean it's a bad idea. But it's a good indicator that there's work left to be done in introducing the idea, understanding what people value, and incorporating their ideas
- Questions for turning
Describe the goal of the change you are looking for.. The "why" behind the change. If you were on the other side of this change (being asked to change) would that convince you?
What is the expected outcome of the change?
What are three other ways to achieve the desired outcome?
What would you observe if the change were successful?
Frame the expected outcome in terms that are positive for the people you will be work with