Change: Personal & Professional
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Transcript of Change: Personal & Professional
![Page 1: Change: Personal & Professional](https://reader034.fdocuments.net/reader034/viewer/2022051300/58d13cd51a28ab455d8b50b9/html5/thumbnails/1.jpg)
Change: Personal & ProfessionalGrowth, Opportunity, Learning, Development Program
Lauren Pressley | March 15, 2017
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Introductions
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Introductions
● Name, role● Gut feeling about change● Current changes?
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By the end of this session...1. Understand and identify models of change in order to make sense of changes at
work and in organizations.
1. Understand and navigate your role in change in order to feel empowered and have agency in changes you face.
2. Identify strategies and techniques for working with your supervisor in order to help minimize stress and maximize the successful implementation of change.
3. Recognize change happens at different scales in order to identify positive changes you can effect within the organization.
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Models of Change
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Spectrums
● Evolutionary vs. Revolutionary
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Spectrums
● Evolutionary vs. Revolutionary● Farmer vs. Miner
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Spectrums
● Evolutionary vs. Revolutionary● Farmer vs. Miner● Top Down vs. Bottom up
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Diagnosing the Situation
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Diagnosing the Situation
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Diagnosing the Situation
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Case-StudyActivity
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Understanding & Navigating Change
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“Change is disturbing when done to us, exhilarating when done by us.”
Rosabeth Moss Kanter
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Reflection
● Patterns of change, patterns of response
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Reflection
● Patterns of change, patterns of response● Takes time to process/think/reflect
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Reflection
● Patterns of change, patterns of response● Takes time to process/think/reflect● Authenticity
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Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
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Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
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Bolman & Deal’s Four Frames, image from http://soniamdavis.blogspot.com/2014/07/organization-theory-and-behavior.html
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Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
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Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations
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From https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
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Tools
● Authenticity ○ Strengthsfinder○ Appreciative inquiry
● Understanding○ Situated learning○ Bolman & Deal’s Four Frames○ Build a network
● Clarity○ RACI Matrix/communication and clarity○ Vulnerability and difficult conversations
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Pair/ShareActivity
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Working with Supervisors
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Understanding the Direction
● Mission/vision/strategic plan● Reports● Meetings● Email
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Understanding Your Manager
● Their change process○ Top down, or likely to ask for input?○ How open earlier in thinking○ How your manager prioritizes
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Choosing Your Strategy
● Shared language● Identify your role● Communication
○ Ask manager what they need to implement change○ Share with your manager what you need to implement change
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Think/ShareActivity
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Change at Different Scales
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Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
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Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
Significant Change ● Small
organizational recalibration
● Staff leaving/new hires
● New service
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Large Change ● mission/vision● Strategic plan● New
administration● Reorg● Revolutionary
change
Significant Change ● Small
organizational recalibration
● Staff leaving/new hires
● New service
Smaller Change ● Adapting
existing service● Changes within
individual work● Evolutions
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Scale of Change Impacts Approach
● Amount of buy in required● Who needs to be involved ● Timeline to implementation
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Scale of Change Impacts Approach
● Amount of buy in required● Who needs to be involved ● Timeline to implementation● What are some changes you’ve implemented?
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Think/ShareActivity
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Wrap Up