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Jargonless change

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A short course on dealing with change in organizational transformations, without all the jargon and gobbledygook we get from "experts". Focus on clear and basic principles that you can apply, as well as some ideas for how to apply them.

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Jargonless Change A short review of fundamental principles to discuss and apply. John Maher
People who sell change programs call it Change Management and give us tools, models, abstractions, and a lot of other gobbledygook. It aint what you dont know thatll hurt you. Its what you do know that aint so. Front Matters But can you really manage change? Or is it internalsomething that has to be nurtured, encouraged, reinforced, and allowed to grow and bloom? In the end, its all about personal choice. And agents of change are about creating informed choices and providing a context in which to make useful choices for themselves and the organization. And thats why were here.
The Writing on the Wall Stuff happens. Things Change. Get over it. Stuff happens. Things Change. Get over it.
Engaged Approaches to Change Directed Commanded The Velvet Hammer Rewarded Facilitated Stuffhappens ThingsChange. Get over it. Stuff happens. Things Change. Get over it.
The Staff-Line Dilemma Ive assigned our quality function to drive this for us. This is your goal, and our quality function will help you get there.
What We Need to Change Direction; Goals Training, coaching Benefits; WIFM Motivation
What to Change: Direction and Goals And when people have many daily pressures. When we set direction They dont know what they need to do about the direction, so they put it on hold. Sometimes were not clear about what we mean Level 2
How to Change: Training, Coaching, Learning And a lot of help. And learning takes time and practice But not enough; teams need coaching to translate training to practice. Training is the first step How to build your estimate.
Why to Change: Internal Motivation Achievement and growth Were motivated inside by relief from pain or frustration Anticipation of desire or fun And belonging.
Why to Change: External Motivation Messages to Send Were using the [framework] as a reference to help us improve the way we do our work. We need more consistency and predictability to work better with the business. Its in all our interest to improve our work, so our lives will be saner, more predictable, and more enjoyable. Questions to Ask Hows your project going? How do you know? Can you show me? What trouble are you having? Have you asked the implementation team to help you? Were they helpful? Is there a better or more compatible way? If something isnt working, have you asked for an improvement or change?
Structuring Change: Building Alliances We cant do this alone So we need a network Try it.Just not sure. That can influence OK, Ill try. Ill help you. And provide support.
Structuring Change: Honoring History Copyright, Scott Adams
Structuring Change: Dealing with the Specifics What do I really do differently? Whats the real value of this overhead? How will this make my life better? Where do I go for help? Whats really in this for me? Do I have the right to say, No? What about the things I cant control? How will this affect my deadlines? Am I still accountable for my schedule? Why now, when this didnt work before? What are we doing to bring the business in? What if your processes are wrong, or too much? What do you know about the work I do? Is this just another program of the month?
Structuring Change: Holding Honest Conversations We need to get through the wall Whats Wrong? No way! Where theres fear of exposure So we can really understand Whats not working So we can fix it.
Surviving Change: Patience, Persistence, and Humor You never get all your intended outcomes, but you get 100% of your unintended outcomes every time. Law of Unintended Consequences Change is hard, and to make it through We need patience by the pound And a way to take the work seriously, but not ourselves when we slip occasionally. Persistence by the mile.
Celebrate Progress, At Least Once in a While But we do make progress.Its a long hard road So dont let the opportunity go by To let your customers know you appreciate them.
Shepards Laws 1. Stay alive 2. Start where the system is 3. Never work uphill Dont build hills as you go Work in the most promising arenas Build resources Dont overorganize Dont argue if you cant win Play God a little 4. Innovation requires a good idea, initiative, and a few friends 5. Load experiments for success 6. Light many fires 7. Keep an optimistic bias 8. Capture the moment Herbert A Shepard, Rules of Thumb for Change Agents
Putting it Together Create Hope Advertise Often Manage Expectations Create 2-way Communica- tion Hold Open Forums Demand Feedback Send Emails Align Performance Focus on Service Change Processes Make it Easy Clarify Goals Create Alliances Accept Feedback Provide Hotline Listen with Respect Adjust as Needed Align Messages Ask Questions Provide Feedback Include Projects Dont Settle Coach Constantly Message in Meetings Show, Dont Tell Host Whine n Jeez Parties Identify Barriers Remove Barriers Make it Realistic Honor The Past Talk about Vision Develop Thick Skin Manage Management Dont Take Sides Dont Create Walls Put real Before right Celebrate, Often! Stay Lighthearted Be straight And Honest Find Common Ground Create Dialogue Ask, Dont Tell Remember The Business Encourage Fearlessness Practice Servant Leadership Lead by Example Stay Optimistic Not whether, But How Let them Help you
Putting it Together Create Hope Advertise Often Manage Expectations Create 2-way Communica- tion Hold Open Forums Demand Feedback Send Emails Align Performance Focus on Service Change Processes Make it Easy Clarify Goals Create Alliances Accept Feedback Provide Hotline Listen with Respect Adjust as Needed Align Messages Ask Questions Provide Feedback Include Projects Dont Settle Coach Constantly Message in Meetings Show, Dont Tell Host Whine n Jeez Parties Identify Barriers Remove Barriers Make it Realistic Honor The Past Talk about Vision Develop Thick Skin Manage Management Dont Take Sides Dont Create Walls Put real Before right Celebrate, Often! Stay Lighthearted Be straight And Honest Find Common Ground Create Dialogue Ask, Dont Tell Remember The Business Encourage Fearlessness Practice Servant Leadership Lead by Example Stay Optimistic Not whether, But How Let them Help you

More Related Content

Jargonless change

  • 1. Jargonless Change A short review of fundamental principles to discuss and apply. John Maher
  • 2. People who sell change programs call it Change Management and give us tools, models, abstractions, and a lot of other gobbledygook. It aint what you dont know thatll hurt you. Its what you do know that aint so. Front Matters But can you really manage change? Or is it internalsomething that has to be nurtured, encouraged, reinforced, and allowed to grow and bloom? In the end, its all about personal choice. And agents of change are about creating informed choices and providing a context in which to make useful choices for themselves and the organization. And thats why were here.
  • 3. The Writing on the Wall Stuff happens. Things Change. Get over it. Stuff happens. Things Change. Get over it.
  • 4. Engaged Approaches to Change Directed Commanded The Velvet Hammer Rewarded Facilitated Stuffhappens ThingsChange. Get over it. Stuff happens. Things Change. Get over it.
  • 5. The Staff-Line Dilemma Ive assigned our quality function to drive this for us. This is your goal, and our quality function will help you get there.
  • 6. What We Need to Change Direction; Goals Training, coaching Benefits; WIFM Motivation
  • 7. What to Change: Direction and Goals And when people have many daily pressures. When we set direction They dont know what they need to do about the direction, so they put it on hold. Sometimes were not clear about what we mean Level 2
  • 8. How to Change: Training, Coaching, Learning And a lot of help. And learning takes time and practice But not enough; teams need coaching to translate training to practice. Training is the first step How to build your estimate.
  • 9. Why to Change: Internal Motivation Achievement and growth Were motivated inside by relief from pain or frustration Anticipation of desire or fun And belonging.
  • 10. Why to Change: External Motivation Messages to Send Were using the [framework] as a reference to help us improve the way we do our work. We need more consistency and predictability to work better with the business. Its in all our interest to improve our work, so our lives will be saner, more predictable, and more enjoyable. Questions to Ask Hows your project going? How do you know? Can you show me? What trouble are you having? Have you asked the implementation team to help you? Were they helpful? Is there a better or more compatible way? If something isnt working, have you asked for an improvement or change?
  • 11. Structuring Change: Building Alliances We cant do this alone So we need a network Try it.Just not sure. That can influence OK, Ill try. Ill help you. And provide support.
  • 12. Structuring Change: Honoring History Copyright, Scott Adams
  • 13. Structuring Change: Dealing with the Specifics What do I really do differently? Whats the real value of this overhead? How will this make my life better? Where do I go for help? Whats really in this for me? Do I have the right to say, No? What about the things I cant control? How will this affect my deadlines? Am I still accountable for my schedule? Why now, when this didnt work before? What are we doing to bring the business in? What if your processes are wrong, or too much? What do you know about the work I do? Is this just another program of the month?
  • 14. Structuring Change: Holding Honest Conversations We need to get through the wall Whats Wrong? No way! Where theres fear of exposure So we can really understand Whats not working So we can fix it.
  • 15. Surviving Change: Patience, Persistence, and Humor You never get all your intended outcomes, but you get 100% of your unintended outcomes every time. Law of Unintended Consequences Change is hard, and to make it through We need patience by the pound And a way to take the work seriously, but not ourselves when we slip occasionally. Persistence by the mile.
  • 16. Celebrate Progress, At Least Once in a While But we do make progress.Its a long hard road So dont let the opportunity go by To let your customers know you appreciate them.
  • 17. Shepards Laws 1. Stay alive 2. Start where the system is 3. Never work uphill Dont build hills as you go Work in the most promising arenas Build resources Dont overorganize Dont argue if you cant win Play God a little 4. Innovation requires a good idea, initiative, and a few friends 5. Load experiments for success 6. Light many fires 7. Keep an optimistic bias 8. Capture the moment Herbert A Shepard, Rules of Thumb for Change Agents
  • 18. Putting it Together Create Hope Advertise Often Manage Expectations Create 2-way Communica- tion Hold Open Forums Demand Feedback Send Emails Align Performance Focus on Service Change Processes Make it Easy Clarify Goals Create Alliances Accept Feedback Provide Hotline Listen with Respect Adjust as Needed Align Messages Ask Questions Provide Feedback Include Projects Dont Settle Coach Constantly Message in Meetings Show, Dont Tell Host Whine n Jeez Parties Identify Barriers Remove Barriers Make it Realistic Honor The Past Talk about Vision Develop Thick Skin Manage Management Dont Take Sides Dont Create Walls Put real Before right Celebrate, Often! Stay Lighthearted Be straight And Honest Find Common Ground Create Dialogue Ask, Dont Tell Remember The Business Encourage Fearlessness Practice Servant Leadership Lead by Example Stay Optimistic Not whether, But How Let them Help you
  • 19. Putting it Together Create Hope Advertise Often Manage Expectations Create 2-way Communica- tion Hold Open Forums Demand Feedback Send Emails Align Performance Focus on Service Change Processes Make it Easy Clarify Goals Create Alliances Accept Feedback Provide Hotline Listen with Respect Adjust as Needed Align Messages Ask Questions Provide Feedback Include Projects Dont Settle Coach Constantly Message in Meetings Show, Dont Tell Host Whine n Jeez Parties Identify Barriers Remove Barriers Make it Realistic Honor The Past Talk about Vision Develop Thick Skin Manage Management Dont Take Sides Dont Create Walls Put real Before right Celebrate, Often! Stay Lighthearted Be straight And Honest Find Common Ground Create Dialogue Ask, Dont Tell Remember The Business Encourage Fearlessness Practice Servant Leadership Lead by Example Stay Optimistic Not whether, But How Let them Help you