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Change Management: All About Culture Shifting

Change Management: All About Culture Shifting. Carol Marlowe Program Director University of Idaho Boise. Only Wet Babies Like Change!. Linda Henman , Ph.D., Henman Associates. What’s in it for Me?.

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Change Management: All About Culture Shifting

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  1. Change Management:All About Culture Shifting Carol Marlowe Program Director University of Idaho Boise

  2. Only Wet Babies Like Change! Linda Henman, Ph.D., Henman Associates

  3. What’s in it for Me? “…all change is personal; every innovation in products, machine processes, or plant layouts causes disruption for some parties, power gains for others, and losses for many…” J. O’Toole, Leading Change (San Francisco: Jossey-Bass, 1996)

  4. Culture Matters “…culture shapes individuals’ thoughts about risk, reward, and opportunity…shape(s) the way individuals think about progress…form(s) the principles around which economic activity is organized…” Stace Lindsay, “Culture, Mental Models, and National Prosperity” in Culture Matters, How Values Shape Human Progress, Harrison & Huntington, Basic Books, 2000.

  5. What is Your Org’sCulturalTemperament? The more you know about yourself & your environment, the easier it is to implement change! David Keirsey (Please Understand Me, Keirsey/Bates, Prometheus Nemesis Books, 1984), Keirsey.com/aboutkts2.aspx

  6. What if Culture is the Problem? • Korean Air—from one of the worst to one of the best* • 1988-1998 worst crash record in the world • 1994 Boeing reported correlation between crashes and Hofstede’s Dimensions • Korean culture = high ambiguity and high Power Distance Index • Black Box recovery conversations very formal, oblique, vague—hinting at problems and alluding to actions • Delta consultant—all fluent in English, all internal work in English “…the task is not to change culture. The task is to create the conditions that give birth to…” cultural changes. (Lindsay) (Stace Lindsay, “Culture, Mental Models, and National Prosperity,” Culture Matters, Harrison, Huntington, 2000) * Outliers, Malcolm Gladwell, Little Brown, 2008

  7. Death of the Status Quo • Stages of Death & Dying (Kubler-Ross) • Denial—This can’t be happening to me! • Anger—Why Me? It isn’t fair! • Bargaining—What can I do to keep my current situation? • Depression—Why bother? I give up! • Acceptance—I can’t fight it, so I may as well accept the change. • For difficult changes, employees MUST go through these stages. • For change management, you want employees to move well beyond acceptance and to engagement. changingminds.org/disciplines/change_management/kubler_ross/kubler_ross.htm

  8. Emotional Roller Coaster Modified from Kubler-Ross by Change Technologies Inc, 2004

  9. Culture Shifting, 1 to 10 Analysis • Difficulty: effort level • Direction: change in org direction • Deployment: change in people & resources • Development: new capability or core competency 10 1 Realignment Turn Around Change the Culture, Change the Game, Connors & Smith,

  10. Mental Models & Change Efforts “New insights fail to get put into practice because they conflict with deeply held internal images of how the world works, images that limit us to familiar ways of thinking and acting.” Peter Senge Peter Senge as quoted in “Culture, Mental Models, and National Prosperity,” in Culture Matters, Harrison, Huntington, 2000

  11. Belief Levels Level 1 Short-Term: Non-personal Ease of Change Level 2 Long-time: Habits Deeply-held: Morals, values Level 3 Journey to the Emerald City, Connors & Smith

  12. Results Pyramid • Results • Actions • Beliefs • Experiences Journey to the Emerald City, Connors & Smith

  13. Culture Shifting Antibodies Journey to the Emerald City, Connors & Smith

  14. Designing New Experiences • Metric-defined results • Define action-behaviors that • will enable new results • Set of beliefs on “how things • work around here” • Define experiences that • will create desired beliefs Change the Culture, Change the Game, Connors & Smith

  15. Not All Experiences Are Equal Clearly Understood Completely Misunderstood Type I Type 2 Type 3 Type 4 Meaningful Immediate insight Needs Interpretation Perceived as insignificant Always misinterpreted regardless of amount or quality of interpretation Change the Culture, Change the Game, Connors & Smith

  16. It is Just How We Do Things Around Here

  17. References & Sources • Adversity Quotient, Paul A. Stoltz, John Wiley & Sons, Inc., 1997 • Buy*In, John Kotter, Harvard Business Review Press, 2010 • Change the Culture, Change the Game, Roger Connors & Tom Smith, Portfolio/Penguin, 2010 • Culture Matters, Lawrence Harrison & Samuel Huntington, editors; Basic Books, 2000 • The Heart of Change, John Kotter, Harvard Business Review Press, 2002 • “Leadership and the Psychology of Change,” Rosabeth Moss Kanter, Harvard Business Review, 2003 • “Picking the Right Transition Strategy,” Michael Watkins, Harvard Business Review, January 2009 • “Tipping Point Leadership,” W. Chan Kim & Renee Mauborgne, Harvard Business Review, April 2003

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