Managing at the Speed of Change Daryl R. Conner ISBN 0-679-40684-0 chapter 5. The Nature of Change Capabilities--abilities and willingness to apply them Challenges -- dangers seen and opportunities acknowledged Key--what do we predict will happen? What do we expect? Did we feel prepared or not? (p. 70) "Change is not perceived as negative because of its unwanted effects as much as because of our inability to predict and control it. Bad events in our lives would not be so unpleasant if we could stop them as they occur or at least anticipate them and then prepare for the consequences. We view change as negative when we are unable to foresee it, when we dislike its implications and feel unprepared for its effects. Thus a critical factor affecting our perception of change as positive or negative is the degree of control we exercise over our environment." Be especially leary of "straw that broke the camel's back" syndromes--"small" changes may be the last item that pushes someone over their threshold... (P. 84) The Nature of Change resilience increases if you 1. Realize that we all seek control, and fear and avoid the ambiguity casued by the disruption of expectations. 2. are able to exercise some degree of direct or indirect control over what happens during the implementation of change. 3. can assimilate change at a speed commensurate with the pace of the events taking place around you. 4. understand the micro implications of organizational or macro change. 5. face (or adjust) a total assimilation demand from all micro, organizational, and macro transitions in your life that is within your absorption limits. Chapter 6. The Process of Change (p. 86) "The way we relate to change in our lives reveals a great deal about why some of us succeed and some of us fail at sustaining major change. Those of us who view change as something that either happens or doesn't happen seem to be particularly vulnerable to future shock. Conversely, those who have the fewest problems during change appear to be protected to some extent by the fact that they approach it as an ongoing process." Those who view projects as events that have a distinct before and after, as onetime shots that fire or fizzle--have trouble. Change process-- the present state - equilibrium until force disrupts transition - disengage, develop new behavior, etc. desired state - what we want [my gloss--this is really oversimplified. the "equilibrium" of the present is highly overrated, in my opinion, since it is at best the staggering result of changes that are about half-absorbed...] (p. 101) "Even if a new initiative is absorbed easily by senior management but causes significant disruption for others, _winners_ approach the task as if it is a major change for those who perceive it that way." (p. 104) The "Process of Change" Pattern Increase resiliency by 1. Approaching change as an unfolding process rather than a binary (either/or) event. 2. Accept that you will either pay for getting what you want or pay for not getting what you want and the payments may come early or late--but change is expensive, and you _WILL_ pay. 3. Believing that the status quo is far more expensive than the cost of transition--make sure that it is! 4. Accept the discomfort of ambiguity as a natural reaction to transition. 5. Aim for remedies that you see as accessible and attractive 6. Presenting changes in a manner that takes into account the listeners' frame of reference. Chapter 7. The Roles of Change (p. 105) "Role assignments for change projects seldom follow a linear path through an organization. Working relationships can be highly complex and convoluted, with people often playing more than one role and frequently shifting roles once a change is under way..." Four roles critical to change: Sponsors A sponsor is the individual or group who has the power to sanction or legitimize change. Sponsors consider the potential changes facing an organization and assess the dangers and opportunities these transitions reflect. They decide which changes will happen, communicate the new priorities to the organization, and provide the proper reinforcement to assure success. Sponsors are responsible for creating an environment that enables these changes to be made on time and within budget. Agents An agent is the individual or group who is responsible for actually making the change. Agent success depends on the ability to diagnose potential problems, develop a plan to deal with those issues, and execute the chang effectively. The participation of change agents who possess those skills is a crucial factor in the success of any change project. Targets The individual or group who must actually change is the target. The term _target_ is used because these people are the focus of the change effort and play a crucial role in the short- and long-term success of a project. To increase the likelihood of success, they must be educated to understand the changes they are expected to accommodate, and they must be involved appropriately in the implementation process. Advocates An advocate is the individual or group who wants to achieve a change but lacks the power to saction it. Recommendations to save money or boost productivity can die an early death if those who generate the ideas do not have the skills to gain support from the appropriate sponsors who can approve their ideas. Note: at different times and situations, which role you are in may shift. I.e., you may wear more than one hat. Relationships Linear = chain of command. sponsor -> agent -> target Triangle = sponsor -> agent sponsor -> target but no relation between agent and target. USUALLY INEFFECTUAL (e.g. sponsor senior execs; target line managers; agents HR or IS) (p. 109) "Having agents tell targets who don't report to them what to do almost always fails. Such attemts to influence may work for minor changes, but rarely in major transitions." (p. 110) "To sponsors I offer this guidance: Always endorse the change project with the targets yourself _before_ you have the agents actually implement the change. Once employees realize that the boss is supporting a particular change, they are much more likely to cooperate." "To agents I strongly suggest that you never take on a project that calls for you to give orders to people who do not report directly to you. In such situations, you may be able to _facilitate_ change, but only after the targets' boss has informed them that she supports it." Square = sponsor1 -> agents sponsor2 -> targets USUALLY DYSFUNCTIONAL (p. 114) Good sponsor has: - power: organizational power to legitimize the change with targets - pain: a level of discomfort with the status quot that makes change attractive - vision: a clear definition of what change must occur - resources: a thorough understanding of the organizational resources (time, money, people) needed for successful implementation and the ability and willingness to commit them - the long view: an in-depth understanding fo the effect the change will have - sensitivity: the capacity to fully appreciate and empathize with the personal issues that major change raises - scope: the capacity to understand throughly the size of the group to be affected by the change - a public role: the ability and willingness to demonstrate the public support needed to convey strong organizational commitment to the change - a private role: the ability and willingness to meet privately with key individuals or groups to convey strong personal support for the change - consequence management techniques: preparations to reward promptly those who facilitate acceptance of the change or to express displeasure with those who inhibit it - monitoring plans: the determination to ensure that monitoring procedures are established that will track both the transition's progress and problems - a willingness to sacrifice: the commitment to pursue the transition, knowing that a price will most often accompany the change - persistence: the capacity to demonstrate consistent support for the change and reject any short-term action that is inconsistent with long-term change goals (p. 122) Role axioms: Sponsor Don't engage in any more change than you can properly sponsor. If you do, you lose twice--you not only won't achieve the desired results of your change but you will also teach people to disregard your leadership. Agents Don't take bad business. Bad business is when your sponsor is unable or unwilling to properly sanction a change with the targets and/or commit to sustaining the resolve necessary to complete the change. When you're involved with a bad-business project, the issue is no "if" the project fails but "when." At that point, you will invariably be blamed. Targets Don't participate in major change when you are unclear about what is expected of you, the consequences affecting you, and the sponsor's commitment to the effort. Advocates Don't confuse the strength of your desire for change with the probability of success. Major change is not possible until it is properly sponsored. Key Principles You enhance resilience when you: 1. understand and can recognize the key roles in a change project. 2. are familiar with the effective operation of linear, triangular, and square relationship configurations. 3. understand what it takes for strong sponsorship 4. recognize that a change must be clearly and strongly sanctioned by those in initiating and sustaining sponsorship positions. 5. perceive that the rhetoric of change (and strategy) is consistent with meaningful consequences (and tactics) Chapter 8. Resistance to Change (p. 125) "When _we_ decide to oppose something it is always based on logical thought and 'sound' judgment. Yet when _others_ bail to support our initiatives, they are 'ignorant of the facts,' 'not thinking rationally,' or just plain 'troublemakers' who are against anything new. Why the double standard?" Depends on frame of reference "A person's perception of a change situation determines whether resistance occurs. What one person sees as a small wrinkle in the status quo, another may regard as a complete transformation." Ability and Willingness "People can only change when they have the capacity to do so. _Ability_ means having the necessary skills and knowing how to use them. _Willingness_ is the motivation to apply those skills to a particular situation. If you lack either ability or willingness, it is unlikely that you will successfully adapt to a change." (p. 129) "Winners increase their resilience by understanding and respecting the natural patterns of resistance. They know resistance is inevitable, and rather than fight it they encourage it. That may sound odd, but we have found that winners do not just tolerate the open expression of resistance, they actually reward their people for resisting in an open, honest, and constructive manner." Negatively perceived change (change you don't want and can't control) Stability - before the change Immobilization - shock, confusion, disorientation Denial - inability to assimilate new information into current frame of reference. info rejected or ignored. anger - frustration, hurt, irrational indiscriminate lashing out. often friends and supportive people get clawed, blamed, criticized, and treated with hostility. bargaining - trying to avoid impacts. ask for deadline extension, reassignments, etc. THIS IS THE BEGINNING OF ACTUALLY ACCEPTING THE PROBLEM. depression - helplessness, hopelessnesss, resignation to failure, lack of energy, disengagement. ACKNOWLEDGES THAT THERE IS A REAL PROBLEM, SO THIS IS A MOVE FORWARD! testing - checking on new limits, redefining goals, reclaiming control acceptance - responses to the change are realistic, grounded, and productive. May not like it, but knows how to live with it. Positive Responses to change uninformed optimism - info inadequate, but looks glowing! informed pessimism - now I know...second thoughts and doubts (if over threshold, may cause public or private "checking out"--withdrawal from the change process) Hopeful realism -- there's light at the end of the tunnel informed optimism -- confidence earned through trial by fire completion Key Principles: 1. understand the basic mechanisms of human resistance 2. view resistance as natural and inevitable reaction to the disruption of expectations 3. interpret resistance as a perceived deficiency of either ability or willingness 4. encourage and participate in overt expressions of positive, constructive resistance 5. understand that whether the change is positive or negative, there will be resistance, and that the sequence of events can be anticipated and managed. Chapter 9. Committing to Change. Commitment: 1. Invest resources (time, energy, money, etc.) to ensure the desired outcome. 2. Consistently pursue the goal, even when under stress and with the passage of time 3. Reject ideas or action plans that promis short-term benefits but are inconsistent with the overall strategy for ultimate goal achievement 4. Stand fast in the fact of adversity, remaining determined and focused on the quest for the desired goal 5. Apply creativity, ingenuity, and resourcefulness to resolving problems or issues that would otherwise block the achievement of the goal Stages in commitment: Preparation contact--first encounter/exposure awareness - realize that changes are coming - confusion or understanding follows... Note: unawareness or confusion are NOT signs of resistance, rather signs of lack of information. Acceptance understanding--nature and intent known. judgment follows, turning to positive/negative perception positive perception - decision not to support implementation or decision to initiate Commitment installation--the real start of the change. resource investment and prioritization comes. some problems - abort or adapt adoption - look at extended implications; indepth, longterm concerns institutionalization--now it is real. routine, norm. internalization -- personal commitment Guidelines to building commitment: 1. people respond to change at different intellectual and emotional rates. 2. commitment is expensive; don't order it if you can't pay for it 3. don't assume commitment will be generated without a plan of action 4. keep in mind that building commitment is a developmental process 5. either build commitment or prepare for the consequences 6. slow down to increase speed -- open communication, involve everyone, foster empowerment, and develop good working relationships to generate genuine commitment to the desired change--then stand back and watch how fast the process goes. Key Principles: To enhance resilience, you should 1. Realize the sequence of steps involved in committing to something new 2. take the time and effort to become emotionally and intellectually commmitted to the change 3. make sure sponsors invest the time, resources and effort to ensure specific plans are developed that will increase the likelihood people will commit to the change 4. understand that commitment to a major change is expensive, and that you either pay for achieving the change or pay for not having the commitment Chapter 10. Culture and Change (p. 161) "Culture is the frame of reference that helps distinguish one group of people from another. Culture establishes a unique set of formal and informal ground rules for how we think, how we behave, and what we assume to be true. While individual members of a culture are distinct in many ways, their collective viewpoint serves as a common bond." (p. 164) Culture... 1. Culture is composed of three components. The prevailing beliefs, behaviors, and assumptions of an organization serve as a guide to what are considered appropriate or inappropriate actions to engage in for individuals and groups. 2. Culture is shared. It provides cohesiveness among people throughout an organization. 3. Culture is developed over time. An organization's existing culture is the product of beliefs, behaviors, and assumptions that have in the past contributed to success. Beliefs "are the set of integrated values and expectations that provide a framework for shaping what people hold to be true or false, relevant or irrelevant, good or bad about their environment. Whether in oral or written form, belief statements can entail both intended and unintended messages regarding what people plan or think they should do." Behaviors "are observable actions that constitute the way people actually operate on a daily basis. Whereas beliefs reflect intentions that are often difficult to discern, behaviors can be verified in a more objective manner." Assumptions "are the unconscious rationale we use for continuing to apply certain beliefs or specific behaviors. When people develop belief and behavior patterns that are successful, they rely on those patterns when similar circumstances arise. If such situations occur repeatedly, these patterns eventually become routine and are applied with less conscious thought. When this occurs, we refer to the patterns as 'unconscious assumptions.'" [my note: beliefs or practices that never face the test of reality also can become quite set...] Cycle: Culture provides a means for understanding strategic decisions -> which allows expectations to be developed -> which generates thoughts and emotions -> which leads to decisions about implementation -> which guides and justifies activities that support the culture -> which provides a means for understanding strategic... Two approaches to cultural development Evolutionary - reactive; reinforces beliefs and behaviors developed in the past; often incorporates multiple inconsistent beliefs and behaviors; subcultures may form representing contradictory beliefs, behaviors, and assumptions, resulting in destructive conflict; unconscious assumtions are the strongest influence on success or failure of change; culture is viewed as difficult to manage because it is believed to be composed primarily of covert and difficult to change assumptions. Architectural - proactive; reinforces beliefs and behaviors needed to support present and future strategy; attempts to establish multiple consistent beliefs and behaviors throughout the organization; allows subcultures to form to represent different beliefs, behaviors, and assumptions, but works to make them operate synergistically to support one another; conscious beliefs and behaviors become the most important determinants of success or failure; culture is believed to be more manageable because it is thought to be composed primarily of overt, easily measured and changed, beliefs and behaviors. When cultures collide: 1. Coexistence: autonomy and flexibility, with little or no alignment or interaction. 2. Assimilation: dominant destroys other. 3. Transformation: integration, with nre, more powerful culture resulting from synergistic union of strengths. 4. Rejection: separate and hostile - resistance, territorial contention, miscommunication, lack of trust, missed opportunities, malicious compliance, and sabotage. (p. 176) "When a discrepancy exists between the current culture and the objectives of your change, the culture always wins." Key Principles: You enhance resilience when you: 1. understand the powerful effect culture has on the outcome of any major change effort. 2. Know that major changes introduced into an organization must be supported by the organization's overall culture and its local subculture. 3. Recognize that when countercultural changes are introduced, you must alter the existing culture to support the new initiative. Chapter 11. Prerequisites to Synergy Self-destructive Relationships "In self-destructive relationships, one plus one equals something less than two. When the two parties interact, they consume more resources than they produce and the result of their joint effort is a net loss. Often, people in self-destructive relationships spend most of their time miscommunicating, blaming, being defensive, and complaining about why they can't make headway on the task. Each party drags down the productivity of the other. They consume so much energy in conflict with each other that they combination is worse whan if each party worked alone." "A key feature of a self-destructive relationship is that the people involved use the negative situation to justify behavior that would otherwise be unacceptable. ... Justification by subsidy often allows dysfunctional behavior to continue that would normally not be tolerated." Static relationships "Static relationships involve an even mix of unproductive, back-stabbing behavior and productive, team-oriented behavior. In contrast with self-destructive relationships, people here are about as effective working together as they would be working alone. This is an instance of one plus one equaling two. Sometimes they detract from each other's individual performance, and sometimes each complements the other to achieve somewhat more than he or she would have alone." Complacent, but likely to sink or break with small changes... Synergistic "Synergy is the soul of a successful change project. In a synergistic relationship, individuals or groups work together to produce a total effect that is greater than the sum of their separate efforts. IN these cases, one plus one is greater than two." Seeds of Synergy Willingness - sharing of common goals and interdependence "Although synergistic relationships are powerful and productive, they are neither easy to develop nor inexpensive to maintain. Powerful, effective teamwork comes only with the willingness to invest hard work and perseverance. For example, a common myth about teamwork is that it requires members to always agree and see things the same way. While social harmony makes for a nice appearance and pleasant conversation, it does not necessarily promote creativity. Diversity, with its tendency to generate disagreements, contributes much more to creative thought. Without the natural conflict of different viewpoints, there is no grist for the mill--even though everyone may be getting along wonderfully. Healthy, productive conflict among people with different perspectives leads to creative synergy." "Teamwork, on the other hand, requires shared insights and ideas, open discussion, and respect for the values and inputs of others." "We have found that the only time people are motivated to pay this price is when the parties believe that they need each other to achieve mutually desired outcomes. Common goals and interdependence form the foundation for synergistic willingness. Because synergy is difficult to attain, people are only willing to move beyond their sense of self-containment when it becomes obvious they will fail at something valuable if they don't function with others as a team." Ability - empowerment and participative management skills Empowerment...provides true value to the organization, influencing the outcome of management decisions and actions. NOT delegation -- "when they encourage people to make their own decisions about some aspect fo their work." "When someone has been assigned the right to make his or her own decisions, it is more appropriate to dall this delegation. The term empowerment should be reserved for those situations where employees are _not_ granted permission to take action on their own, but instead are asked to provide input to management as decisions are being made. You are empowered when you are valuable enough to others to influence their decisions--not when you are allowed to make your own." Not courage--expressing an opinion despite the fact that the decision makers do no seek nor value such input... Not autonomy--"it is possible to be independent yet still be incapable of generating a desired result. To be empowered is to believe that you can significantly influence your own destiny. Empowered people do not think they control all the elements of their lives, but they do believe that, most of the time, they are responsible for a great deal of what happens to them." "...hallmarks of an empowered person are the creativity to frame the situation so success is possible, the capacity to face and make tough decisions, and the motivation to pay the price of success." ways to define and approach situations: 1. Opportunities: potential benefits that require appropriate action to fully realize; opportunities can be exploited. 2. Problems: problems have solutions. they may be elusive, but they can be prevented or resolved if you pay the price. 3. Dilemmas: dilemmas have no solution. They are inherent parts of the situation at hand and must be accepted as inevitable. They are not problems to be solved, but dilemmas to be managed. Are you a victim of missed opportunities, unsolved problems, and unaccepted dilemmas OR an architect affecting these situations through your own creative actions? tough decisions...all decisions are maded with insufficient data. once made, they can be sustained, modified, or reversed. But the responsibilitiy for what happens and what continues to happen lies with you. motivation to pay the price of success--there is always a price to be paid. knowing that, and being willing to pay, make your choice. Creative reframing, tough decisions, and expensive payments. Participative management...involve everyone in sharing information, solving problems, making decisions, planning projects, and evaluating results. Chapter 12. The Synergistic Process (p. 200) "An organization's speed of change depends largely on how efficiently and effectively it advance through the four stages of synergy: interacting, appreciative understanding, integrating, and implementing." Interaction: communicate effectively... Break the cycle of misunderstanding: - normal misunderstandings go unresolved - people become confused and angry - frustrated, begin to blame each other - generate feelings of suspicion, alienation, isolation - HOSTILITY RISES! - decrease in desire to interact, lowering chances of correcting perceptual distortions... - leading to more misunderstandings... 1. Communicate effectively - avoid using vague, obscure language - make sure you perceive others' wants and needs - check your assumptions - don't trust predetermined ideas and stereotypes - make sure verbal messages and nonverbal behavior are in synch 2. Listen actively. Pay attention to content, underlying values, and the feelings involved. 3. Generate trust and credibility. TRUST IS CRITICAL. mutual needs, requisite skills, and a track record. "As essentail as effective communication is for successful change, something more has to occur. Participants in a team effort must value and take advantage of their own diversity..." "Synergy requires more than adequate communication. It demands true appreciative understanding--the capacity ot value and use diversity. It is unlikely that you will ever learn to appreciate an opposing viewpoint if you insist on using only your own rational, linear, left-brain thinking processes. These approaches are dedicated to isolating events, separating right from wrong as seen from your perspective, and locating errors as you view the situation." Appreciative Understanding 1. Create an open climate. Bring issues to surface and address them in a timely and direct manner. (p. 205) "Most people have been taught erroneously that the path to truth is through selection by exclusion." Ineffective problem solving--one group presents an idea; others attack it; presenters defends it and counterattack; others defend...and we keep on bashing... 2. Delay negative judgments. "To create appreciative understanding, sponsors, agents, and targets have to first feel free to express their thoughts and feelings about a change without fear of being attacked or told that their input is not valuable." 3. Empathize with others. "Empathizing with another person requires being both knowledgeable about what that person is experiencing and emotionally sensitive to the depth of that experience. Demonstrating empathy for another person's thoughts, feelings, and values, especially when that person expresses a viewpoint different from yours, is a powerful means for facilitating synergy within a work team." 4. Value diversity. "Valuing the diversity that exists in working relationships encourages team members to develop a strong sense of acceptance." (p. 208) "Too often when agents or targets offer ideas about how a change can be handled, the situation resembles a skeet shoot, with sponsors overtly attacking input or using a subtle, placating style of ignoring the objections that they hear. In this kind of environment, the only ideas that survive are the ones the sponsor fails to pulverize." " Synergistic teams reverse these roles. The responsibility for defending an idea rests with the receiver, not the originator. For example, when the targets' ideas are presented, the sponsor will support the input and look for its best elements. Everyone is committed to identifying the positive aspects of a divergent perspective before finding fault. Such behavior generates a powerful, nurturing incubator for new ideas." Integration "Merging diversity is a difficult process for many people because they have not been exposed to or rewarded for the skills needed for this type of integration. This part of the process is likely to run counter to many of the things people have been taught throughout their lives. There are four approaches winners use to successfully complete the integration process: 1. Tolerate ambiguity and be persistent. "Integrating diverse views is most difficult for those who are only comfortable with quick, logical solutions. People tend to look for fast solutions when facing ambiguous circumstances." 2. Be pliable. "A problem endemic to integrating diversity is the tendency we have to converge our ideas with those of other team members only as long as _they_ are willing to be flexible. It is something else entirely when we are the ones required to budge." 3. Be creative. "In spite of popular rhetoric to the contrary, creative problem solving is rarely rewarded in most American corporate settings. Instead, we tend to honor and promote strong-willed, fast-acting 'logical' individuals to senior levels." 4. Be selective. Some problems can't be solved, some ideas are bad ideas, and sometimes there is no common meeting ground. Recognize when you need to quit trying. Implementation 1. Strategize. "People working within synergistic relationships realize the value of planning action steps that are specific, measurable, and goal oriented." 2. Monitor and reinforce. oversee progress and offer solutions to the problems that will develop. "Without disciplined follow-through, many otherwise sound plans fail. Lack of watchfulness during implementation rarely results from laziness, but from an error commonly made in human relations--the belief that once a common goal is announced, all parties will percieve that goal in the same way and feel the same urgency to achieve it." 3. Remain team focused. "When differences appear in nonsynergistic environments, individuals begin to operate at their own speed, knowledge, and competency level while decreasing their interaction with each other. ... It may seem natural to you that those who are more competent at a task should move ahead faster than others. ... Honoring the original acknowledgement of common goals and interdependence means you must sacrifice the potential of some team members so that the whole team can remain a unified, integrated work unit." 4. Update. "Unstable environments produce constantly changing variables. Reacting to those shifts in a manner that assists goal achievement requires a continuous updating of action plans. Sometimes people don't need to change; plans do." Five basic skills to foster synergy: 1. Establish prerequisites - build motivation (common goals and interdependence) and abilities (empowerment and participative management) 2. Support permeability -- help people express and be open to learning new ideas, perspectives, meanings, values, feelings, behaviors, and attitudes that they would not otherwise accept or exchange. 3. Encourage paradoxical thinking. Help people live through the frustration and confusion that occurs when they attempt to merge apparently contradictory ideas, viewpoints, feelings, or attitudes. 4. Facilitate creativity. Teach people to value the integration of opposing view, shifting from "either/or" opposition to "both/and" supportive relationships. 5. Structure discipline. Use the new, mutually supported concepts to pursue specific objectives, assign task responsibility, and stick to the schedule until the change is fully accomplished. Kep Principles in "Synergy and Change" pattern: enhance resiliency by: 1. Recognizing how important synergy is to the success of change. 2. be willing (hold common goals and interdependence) and able (empowerment and participation) to join with others in efforts that produce a 1+1 > 2 equation 3. listening, valuing, integrating with, and applying perspectives different from your own. Chapter 13. Unseen Mechanisms (p. 221) "From my observations, the majority of senior managers who face the inevitable resistance of major change are unconsciously incompetent. They do not know how to guide their people through the change process, and they don't even recognize this deficiency or its effect on their organization's ability ot function in perilous times." Chapter 14. Responding to the Crisis of Change 1. Increase available assimilation points--learn about change and how to handle it. Relax. etc. 2. Decrease the assimilation points used. Anticipate resistance and plan on how to preempt or prepare for it. (p. 230) "While a certain number of points are required to absorb the implications of any major change, an equal or greater number of points are often consumed due to such things as ignorance of how people change, poor planning, inept communications, and mismanaged resistance." type-D = danger oriented people. view change as threatening and feel victimized by it. Often lack an overarching sense of purpose or vision for their lives, and often find it difficult to reorient themselves when the unanticipated disrupts expectations. tend to interpret life in binary, sequential terms, expecting logical, orderly change. Defense mechanisms: Denial; distortion; delusion... Conspiracies! Personal attacks...blaming type-O = opportunity oriented. view change as potential advantage to be exploited. Usually have a strong life vision. view life as a set of constantly shifting, interacting variables with an escalating number of combinations. "tomorrow will spawn a new set of opportunities and choices that will produce even more demanding challenges." Defenses: compartmentalize stress; isolate anger and frustration and resist transferring; avoid engaging in extraneous change efforts. know when to ask for help. rely on nurturing relationships. accept change as a natural part of life. (p. 237)"The type-O group is spared some of the shock's intensity because change does not shatter their presumptions; they never assume that their world will remain unchanged. They view change, even major, unanticipated change, as a natural part of human experience. It is seen as a challenge replete with problems to solve and opportunities to exploit, rather than something terrifying to avoid. Type-O people are not surprised by life's inevitable changes." "Type-O people also do not anticipate that life will unfold in a logical, easily rationalized manner with clear-cut, right-or-wrong options. Instead, they expect to be confronted with confusing, mixed signals which must be deciphered and acted upon. They are better equipped to deal with these kinds of situations because they are prepared to see the paradox that so often lies below the surface of what appears to be a situation filled with contradiction." (p. 238) Five Basic Characteristics of Resilience "1. Display a sense of security and self-assurance that is based on their view of life as complex but filled with opportunity (Positive); 2. Have a clear vision of what they want to achieve (Focused); 3. Demonstrate a special pliability when responding to uncertainty (Flexible); 4. Develop structured approaches to managing ambiguity (Organized); 5. Engage change rather than defend against it (Proactive)." Attributes Positive - views life as challenging but opportunity filled - interprets the world as multifaceted and overlapping - expects the future to be filled with constantly shifting variables - views disruptions as the natural result of a changing world (D- vendetta! conspiracy!) - sees life as filled with more paradoxes than contradictions - sees major change as uncomfortable, but believes that hidden opportunities may usually be found - believes there are usually important lessons to be learned from challenges (D - unfair and purposeless) - sees life as generally rewarding (D - punishment) Focused - clear vision of what is to be achieved - maintains a strong vision that serves as both a source of purpose and as a guidance system to reestablish perspectives following significant disruption Flexible - pliable when responding to uncertainty - believes change is a manageable process (D - change is a mystery) - has a high tolerance for ambiguity - needs only a short time to recover from adversity and disappointment - feels empowered during change (D - victim of change) - recognizes one's own strengths and weaknesses and knows when to accept internal or external limits - challenges and, when necessary, modifies one's own assumptions or frames of reference - relies on nurturing relationships for support - displays patience, understanding, and humor when dealing with change Organized - applies structures to help manage ambiguity - identifies the underlying themes embedded in confusing situations - consolidates what appear to be several unrelated change projects into a single effort with a central theme - sets and, when necessary, renegotiates priorities during change - manages many simultaneous tasks and demands successfully - compartmentalizes stress in one area so that it does not carry over to other projects or parts of one's life - recognizes when to ask others for help - engages major action only after careful planning (D - kneejerk and gut reaction!) Proactive - engages change instead of evading it - determines when a change is inevitable, necessary, or advantageous - uses resources to creatively reframe a changing situation, improvise new approaches, and maneuver to gain an advantage - takes risks despite potentially negative consequences - draws important lessons from change-related experiences that are then applied to similar situations - responds to disruption by investing energy in problem solving and teamwork (D - blame, attack, and CYA!) - influences others and resolves conflict Chapter 15. Enhancing Resilience (p. 248) 1. Understand the prevailing (but unseen) patterns that influence how people operate in certain situations; 2. Respect the pattern; know the pattern and follow it... 3. Conserve assets; 4. Liberate latent resources. Watch the landscape of change--which patterns and principles are most important here and now? Chapter 16. The Ethical Ploy (p. 266) "...there are certain ways in which we attempt to influence one another that involve an honorable form of masquerade. By this, I mean that there are circumstances that justify disguising one's ultimate intent when seeking to persuade others; I call these efforts to influence 'ethical ploys.'" "An ethical ploy is at work when one person grants another's request to do something but fulfills the obligation in such a way that the recipient not only gets what was promised (the ethical part) but also has an opportunity to gain a great deal more than was requested (the ploy). These honorable deceptions are used to lead people into seeing a point of view to which they otherwise would not have been able or willing to relate." "Ethical ploys reflect a belief that sometimes the best way to help people develop a new perspective is to use their existing frames of reference rather than fight against them. For example, refusing someone's request for help becuase you believe that he is asking for the wrong thing often leaves that person angry and alienated. These feelings typically reduce your chances of further influencing him. By granting his request for help, you can demonstrate an acceptance of his perspective. Feeling accepted usually lessens his need to defend his position and increases the likelihoood that he will listen to new views." asked for advice -- first, offer straightforward guidance regarding exactly what was asked. then, go further and open up additional unsolicited issues, broaden their perspective, etc. especially in this second part, point out that "I found this...I realized..." (p. 268) "An ethical ploy does not overtly force or covertly manipulate anyone into thinking or doing anything. It simply addresses issues or information that would otherwise not be seen, understood, or considered relevant. It is a way of opening doors, not pushing people through them." Honorable approach to influence: 1. it demands that you do exactly what you agreed to do 2. it requires that you believe that the new perspective you are promoting represents a positive opportunity for the person. You are honestly offering something that you believe is in this person's best interest. 3. it dictates respecting the person's right to not be ready or willing to accept your point of view. Expose, don't coerce. "The ploy is to guide people toward the possibility of a new journey by leading them down a familiar path." Preparing the ethical ploy: 1. be clear about what you want to accomplish 2. identify what the people you are trying to influence want to achieve 3. promise to provide some aspect of what they want 4. fulfill this obligation exactly as promised 5. expose them to a new perspective Be prepared to follow-up if people gravitate toward your advice! But also accept when they aren't ready... re: the ploy of synergy--synergy is introduced as being more effective. It also has empowerment, participation, etc. payoffs, but those are NOT presented as the main business reason for doing this. (p. 272) "...the 'ploy' is in helping people see that there is an alternative to the 1 + 1 < 2 or 1 + 1 = 2 equations of human interaction. The prevalence of self-destructive and static relationships in the work setting does not result from human nature. We are in these types of relationships mostly because of poor teamwork habits and ignorance. For many people, these are the only type of work relationships they have ever known. Our objective should be to help them realize there _is_ an alternative."