MOVENDO SEU ELEFANTE

1. MOVENDO SEU ELEFANTE Scott Wright, MBA October 2013

2. “Change is the only constant” “Mudança é a única constante” ~ Heraclitus – Greek Philosopher

3. Change is difficult • Multiple studies have shown that 70% of the time, when significant change is needed: • People back away • Try but fail miserably • Stop, exhausted, after achieving half of what they want using twice the time and money

5. Mudança envolve três elementos • Guia – intelecto • Elefante - motivação • A trilha - ambiente

6. Direct The Rider • Riders love to contemplate & analyze but the analysis is usually directed at problems rather than bright spots • Example - Malnutrition at a Vietnamese village

7. Knowledge Does Not Change BehaviorConhecimento não altera o comportamento • Overweight doctors – médicos obesos • Divorced marriage counselors - conselheiros matrimoniais divorciados • Corrupt police officers – policiais corruptos • Depressed psychologists – Psicologos depressivos

8. Ask the Exception Question • When does the problem you’re fighting not happen? i.e., • When does your teenager not talk back? • When have the two warring departments collaborated instead of feuding? • When does your front-line employee show a “customer service focus”?

9. Provide Explicit Direction • What’s wrong with: • Be more innovative • Be a more loving couple • Teach more effectively • We want to have the best sales force • Remove abstractions

10. 3rd Party Observation • Would someone observing from the outside be able to tell if you were making progress toward your goal? • Will your team know when it is time to celebrate?

11. Decision Paralysis • Retirement options • For every 10 additional options, participation goes down by 2% • 6 jams vs. 24 jams • Shoppers who viewed only 6 jams were 6x more likely to buy • Speed dating • Young adults who met 8 other singles made more “matches” than those who met 20

12. Rider Review 1. Focus on the positive 2. Provide clear direction 3. Be careful of too many choices

13. Motivating the Elephant • Managers initially focus on strategy, structure, culture or systems which lead them to miss the most important issue • Behavioral change happens in highly successful situations mostly by speaking to people’s feelings Source: John Kotter in “Heart of Change”

14. Motivating the Elephant • Most people think change happens in this order: • Analyze, think, change – generally unsuccessful • See, feel, change – is more successful You’re presented with evidence that makes you feel something – speaks to the elephant

15. Make the Change Visual • Seeing is often more emotional than reading or hearing • What can you show your employees to exhibit your desire for change? • If you could video one person, who would that be – a competitor, an employee that has seen the benefits, etc.

17. Hospital Screen Saver

19. http://www.youtube.com/watch?v=h-8PBx7isoM&NR=1

20. Candle Problem Attach candle to wall so wax does not drip on table

21. 2 groups asked to solve problem Offered $20 for best time or $5 for fastest 25% No reward structure Only measured for time

22. 2 groups asked to solve problem with tacks out of box Offered $20 for best time Or $5 for fastest 25% No reward structure Only measured for time

23. Incentives • If-then rewards work really well for those sorts of tasks, where there is a simple set of rules and a clear destination to go to. • Rewards, tend to narrow our focus and concentrate the mind. • London School Economics looked at 51 studies of pay-for-performance plans – financial incentives can result in a negativeimpact on performance.

24. Optimism Bias • We’re more optimistic than realistic • Driving ability • Honesty Source: The Optimism Bias: A Tour of the Irrationally Positive Brain - TaliSharot

25. How many of us have the optimism bias? • 50% • 60% • 70% • 80%

26. Which card should be paid first?

27. Shrinking Change • Make the change small enough that people can easily feel an accomplishment

28. Shrinking Change • Car wash frequent-buyer cards study • ___% returned 8 times • ___% returned 8 times

29. Play for Small Wins • How long does your team have to wait before they have a sense of how they’re doing?

30. Growth vs. Fixed Mindset • 1. Sua inteligência é algo tão básico que você não pode modificá-la muito. • 2. Você é capaz de aprender coisas novas, mas você não pode realmente modificar seu nível de inteligência. Source: Mindsetonline.com

31. Growth vs. Fixed Mindset • Imagine Edison inventing the lightbulb

32. Your Role • If people have a fixed mindset they may see hard work and effort as signs that the problem can not be solved or that they are not the right kind of people to do it—can you help them understand that they are building “muscle” that will pay off in the future?

33. Elephant Review 1. Financial incentives don’t always work and can decrease performance. 2. Emotionally, we need to feel that change is needed. 3. Make change appear easy by starting with small steps. 4. Help people develop growth mindsets.

34. People or Situational Problem?

35. Shaping the Path • “Fundamental Attribution Error” • Psychologist Lee Ross • We tend to attribute people’s behavior to the way they are rather than tothe situation they are in. • Person driving recklessly • Nurses distributing wrong pills

36. 47%

40. Why do errors occur? • Errors of ignorance (mistakes we make because we don’t know enough) OR • Errors of ineptitude (mistakes we made because we don’t make proper use of what we know) • Projectcheck.org – how to create checklists Source: The Checklist Manifesto – AtulGawande

41. Highlight the Changes • Showcase people who are actively supporting the change • Telling homeowners how their electricity use compared with their neighbors' had the effect of cutting energy consumption by 2%. • This had the same the impact of a15% rate hike. Source: Hunt Allcott of MIT

42. Path Review 1. Make the environment conducive to change. 2. Utilize checklists. 3. Show how others are changing (moving on the path).

43. How to Change • Direct the Rider • Motivate the Elephant • Shape the Path

44. Idéia Pegajosa

46. Sticky = Understandable, memorable, and effective in changing thought or behavior

47. Making Ideas Stick • Simple – Simples = 1 idea • Concrete – Concreto = Understand and remember • Credible – Digno de confiança = Believable • Unexpected – Imprevisto = Gets your attention • Emotional – Emocional = You care • Story – História = Puts into context

48. Sticky or Abstract? • “Our mission is to become the international leader in the space industry through maximum team-centered innovation and strategically targeted aerospace initiatives”

49. Sticky or Abstract? • President Kennedy - “Put a man on the moon & return him safely by the end of the decade” • Simple? • Unexpected? • Concrete? • Credible? • Emotional? • Story?

50. Simple - Simples 1 + 1 = 2