Supply  Chain  Management  Summit   @LoisKelly  

The Change !Challenge!

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Why  isn’t  anyone  talking  about  how  hard  it  is    to  create  change  inside  organiza@ons?  

Be  a  rebel  at  work.  Or  support  one…  or  two…or  10.  

A Handbook for Leading Change from Within

Lois Kelly & Carmen Medina

REBELS AT WORK

“Rebels at Work is the essential guide to rocking the boat. From the trenches, Lois Kelly and Carmen Medina outline how to gain credibility, pitch ideas,

navigate politics, manage conflict, and maintain sanity.”— Adam Grant, Wharton professor and

New York Times bestselling author of Give and Take Why  is  change  so  hard?    What  does  it  takes  to  lead  change?    How  can  you  support  change  ini@ators?  

The top reasons my organization resists change:

1. Execs will never agree to it

2. Not enough resources/too expensive/no budget

3. We’ve tried that before and it didn’t work

4. Need more convincing ROI

5. Like the way things are

6. We avoid conflict, talking about the tough issues  

This  is  not  the  age  of  certainty…  

It is  the  age  of  massive  crea@vity    &  innova@on  

Good  news!  Massive  crea@vity  exists  inside  most  workplaces  

complacent   disrup@ve  

Yeah,  whatever.  These  people    are  so  stupid..  

complacent   disrup@ve  

Yeah,  whatever.  These  people    are  so  stupid..  

crea@ve  

I  wonder  if.  

Troublemakers   Good  Rebels    

Complain   Create  Break  rules   Change  rules  Me-­‐focused   Mission-­‐focused  Problems   Possibili=es  Alienate   A?ract  Energy-­‐sapping   Energy-­‐genera=ng  Asser@ons   Ques=ons  Pessimist   Op=mist  Point  fingers   Pinpoint  causes  Worry  that…   Wonder  if…  Obsessed   Reluctant  

Source:  Rebels  At  Work  

TENACITY  

We have no money so we’ll have to think.  

                                                                                                                           -­‐-­‐  Sir  Ernest  Rutherford,  father  of  nuclear  physics  

Magical thinking Assumptions Fears

Love way it was Certainty Discomfort

Why  is  change  so  hard?  

Urgency  and  good  solu=ons    are  necessary  but  not  sufficient.  

“Technical  problems  are  simpler  and  usually  have  apparent  solu@ons.    Adap@ve  challenges  are  so  much  more  complicated  and  involve  human  

beings  and  their  emo@ons  and  crap  like  that.”  

Technical vs. adaptive challenges

Issue   Technical  solu=on  to    complex,  human  issue  

 Predict  sales  

 CRM  systems  

 Student  learning  

 Standardized  tests  

 Mo@vated  workplace  

 Employee  engagement  PR  

 Health  care  affordability  

 Insurance  programs    

If  you’re  not  part  of  the  problem,  you  can’t  be  part  of  the  solu@on.  

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Low   Medium   High  

How confident are we that we’ve gotten the problem right?

How well have we thought through a possible solution? How much value would this idea provide?

Do we believe it’s possible?

How much do we want to do it?

Will people support it?

Is it worth taking on?

Understand  the  organiza@on  

What  does  the  organiza=on  really  care  about  in  its  gut?    

 Look  for  aspira@ons  or  anxie@es  

   

                 

How  do  new  ideas  get  approved?  

 Look  at  someone  who  has  succeeded.  

What  does  she/he  do?  

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EMOTIONAL  HOOK  

HOW  THINGS  WORK  

What  are  your  unshakable  beliefs?  

Frame  issue  

What’s at stake Show how the idea relates to what people want.

What could be

Make the status quo unappealing.

Why it can work People support ideas they think can work.

What  do  people  in  your  organiza=on  really  want?  Is  it  stated  or  unstated?  

Frame and position the idea

We  fall  in  love  with  talking  tac=cs…  and  forget  to  connect  ideas  to  business  strategy,  beliefs.  

       

Swim down together! DIT vs. DIY

When  just  10%  of  the  popula@on  holds  an  unshakeable  belief,  their  beliefs  will  always  be  accepted  by  the  majority.    

10% tipping point

Network  research  scien@sts,    Rensselaer  Polytechnic  Ins@tute  

h?p://news.rpi.edu/luwakkey/2902  

Enlist  support  

All change requires difficult conversations. And talking about the REAL issues.  

Objection   Meaning   Response  

There are no resources

It’s not a priority Explore importance, acknowledge

How will THIS affect THAT in future?

Desire for certainty What is known. What can be learned. Discomfort of unknowables

Where’s the ROI? How will we know it’s working?

Create measures

Let’s develop some consensus on this

Uncertain of its merits What would it take for you to see value?

When  should  you  quit?  

You’ve  burned  too  many  bridges.  No  one  at  work  supports  you.  There  are  no  opportuni@es  to  grow.  Your  values  differ  greatly.    

5  @ps  if  you  are  the  boss….  

Be kind and thoughtful: Safety Call BS and be called on BS: Authenticity

Invite cognitive diversity: Creativity Have a strong backbone & gentle heart: Empathy

• We  can’t  do  that  because….  

• We  can  do  that  IF  

Be  willing  to  look  at  the  real  problem  

What is the risk of NOT changing?

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Appreciate your rebels. Appreciation a greater motivator than money.

Newslefer,  resources,  posts:    

RebelsAtWork.com  facebook.com/RebelsatWork  

@LoisKelly  @RebelsatWork  

Find  this  presenta@on  at:  slideshare.net/Foghound