1 / 19

Effecting Change When You are NOT in Charge

A theory of action for reflective practice, this book explores how individuals can make a difference in organizations, emphasizing the need for collaboration and resource-sharing. It offers strategies for leading without formal authority, engaging in effective conversations, and overcoming the gap between knowing and doing.

rwilma
Download Presentation

Effecting Change When You are NOT in Charge

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Effecting Change When You are NOT in Charge By Dr. William Sommers October 23, 2007

  2. A theory of action for Reflective Practice Enhanced Student Learning Improvements In Practice Learning …growth & development Reflection …in/on/for practice Inquiry …openness & questions

  3. Art of Possibilities(Zander and Zander) • Anybody can make a difference from any place in the organization • Need resources from everyone in the organization • No more hunting—move to creating • Be a relentless architect of possibilities

  4. QUESTION… Does your conversation have an effect on the other person?

  5. L e a r n i n g … … unfreezes a frozen or stuck culture … creates the energy to grow and change personally, professionally, and organizationally

  6. Learning Processing Experience Adults do not learn from experience; they learn from processing experience. Judi Arin-Krupp

  7. Positive Deviance • Define – What are the perceived causes? Solutions? Desired Outcomes? • Determine – Any place doing OK? • Discover – Unique Practices • Design – Implement at intervention • Discern – Is it effective? • Disseminate – Make it assessable, scale up

  8. Leading Without Power(Max DePree) • Move people toward their goal • Commit to substance over bureaucracy • Stay together in PACKS • Compare results with their plan • Who am I? What behaviors are enhancing the system? Where do I belong?

  9. Fierce Conversations(Susan Scott) • Most pressing issue • Clarify • Current impact • Future if nothing changes • Personal contribution • Ideal outcome • Commit to action

  10. Ernesto Gore — Organizations are made of conversations. Brian Solis

  11. Crafting Questions Invitational • intonation • voice Plural Forms Conditional Language • syntax • plan forward • reflect backward Positive Presuppositions

  12. Response Strategies — SPACE • Silence • Paraphrase • Accept non-judgmentally • Clarify – probe for specificity • Empathy – extend thinking

  13. Managing Up(Dobson) • Do good work • Be a good-mouther • Win/win or no deal — War games • Reduce FEAR — False EvidenceAppearing Real • Courage & CLMs • 5–15 Report — Advanced notice

  14. Knowing-Doing Gap(Pfeffer & Sutton) • Talk substitutes for action • Memory substitutes for thinking • Fear of acting on knowledge • Measurement substitutes for good judgment • Internal competition makes friends into enemies

  15. Overcoming Know-Do Gap • Why before how • Do & teach others • Action counts more than elegant plans • No doing without mistakes • Fear increases knowing-doing gap • Beware of false analogies – Fight the competition, not each other • Measure what matters – Knowledge into action • What do leaders do? Time spent doing what?

More Related