HR - Habit Change (being a good listener) - 1 and Half - Page single space
Ahmed_Arafat
HRM320change.pptxChange Introduction
HRM 320
Week 1
Cindi Gilliland
Full Clinical Professor and Program Director, MSHRM
Claremont Graduate University
March 30, 2021
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Agenda/ Overview
Team Project Topics and Teams!
Key concepts for this week:
HR is in the midst of major change right now
Fundamentals of change: reactive/proactive and evolutionary/revolutionary changes
Resistance to change
Grant: Are We Change Ready?
Switch: Exploring three avenues for change
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Fundamentals of Change
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Organization change can only occur through individual changes in your people
Change involves unlearning something that is already practiced and part of your organization
Change is often hard for people and evokes strong negative emotions
Reactive vs. Proactive Change
Reactive
Address Performance gaps in organization
Doctor metaphor
Diagnose symptoms of performance gaps
Prescribe treatment in the form of change initiative
Proactive
Address Opportunity gaps in organization
Entrepreneur metaphor
Scan environment for opportunities
Amass resources necessary to implement change
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Evolutionary vs. Revolutionary Change
Evolutionary
Incremental adaptations to improve quality or service or reduce costs
Can involve rapid cycle testing to quickly implement and evaluate ideas
Revolutionary
Dramatic change to realign organization’s strategy or capabilities
Large, transformative changes to strategy, structure, processes, technologies, core competencies, or values
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Sources of Resistance to Change
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Uncertainty
Lack of understanding and trust
Differing perceptions of change
Self-Interest
Fear of actual obsolescence
Difficult to change habits and routines
Change Aversion
Lack of tolerance for change
Rejection of change solution
Discussion: Changes in your world
What types of changes have you experienced this year?
Reactive vs proactive
Evolutionary vs revolutionary
What sources of resistance are you experiencing/seeing?
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Write down the words from this list that you personally most frequently associate with the idea of organizational change:
Adjust
Alter
Ambiguity
Anxiety
Better
Challenging
Chance
Concern
Death
Deteriorate
Different
Disruption
Exciting
Fear
Fun
Grow
Improve
Learn
Modify
New
Opportunity
Rebirth
Replace
Revise
Stress
Transfer
Transition
Uncertainty
Upheaval
Vary
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Sum the points for each of the words that you wrote down
Adjust (0)
Alter (0)
Ambiguity (-1)
Anxiety (-1)
Better (+1)
Challenging (+1)
Chance (0)
Concern (-1)
Death (-1)
Deteriorate (-1)
Different (0)
Disruption (-1)
Exciting (+1)
Fear (-1)
Fun (+1)
Grow (+1)
Improve (+1)
Learn (+1)
Modify (0)
New (+1)
Opportunity (+1)
Rebirth (+1)
Replace (0)
Revise (0)
Stress (-1)
Transfer (0)
Transition (0)
Uncertainty (-1)
Upheaval (-1)
Vary (0)
Scores in the +5 to +10 range suggest strong support for the organizational change.
Scores in the +2 to +4 range suggest moderate support for the change.
Scores in the -1 to +1 range suggest a willingness to comply with the change.
Scores in the -2 to -4 range suggest moderate resistance to the change.
Scores in the -5 to -10 range suggest strong resistance to the change.
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0
-10
+10
🛑
💡
⚖️
What’s your relationship to change?
Why do you think you react to the idea of organizational change the way you do?
What might make organizational change easier for you? More difficult?
How might organizations harness the enthusiasm of supporters to help promote change?
What does it take to inspire commitment to change?
[For the strong supporters] Are there dangers in being overly enthusiastic about change (e.g., high expectations)?
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Conserver
Prefers the known to the unknown. Disciplined, detailed, deliberate and organized. Accept structure. Prefer gradual change.
Pragmatist
Prefers to explore the current situation in an objective manner. Reasonable, practical, agreeable and flexible. Explore structure. Prefer change that best serves the function.
Originator
Prefers a faster, more radical approach to change. Unconventional, spontaneous; risk takers. Challenge the structure. Prefer quicker, more expansive and radical change.
Rider: Our rational side
Provides analysis, direction, and long-term thinking
Tends to over-analyze
Elephant: Our emotional side
Provides passion, energy, and intrinsic motivation
Prefers instant gratification; tires easily
Path: Our environment or situation
Provides ease-of-movement, tools, and resources
Constrains alternative movements
What looks like resistance is often a lack of clarity.
What looks like laziness is often exhaustion.
What looks like a people problem is often a situation problem
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How do we direct the rider, motivate the elephant, and shape the path?
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Direct the Rider 1. Find the bright spots
Riders tend to focus on problems
Reject solutions from other organizations “it won’t work here – we are different”
Bright spots show solutions in your organization
Instead of over-analyzing problems, study those who have found solutions
Bright spots will also motivate elephant and highlight path
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Direct the Rider 2. Point to the destination
Paint picture of an attractive destination- a destination postcard
Show their role in that destination
Effective visions tap into emotions
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Motivate the Elephant 3. Shrink the change
Limit the investment you are asking people to make in the change
Identify small wins that are meaningful and within reach
Big success comes from a series of small changes
Small wins also provide a script for the rider and highlight the path
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Motivate the Elephant 4. Grow your people
Foster experimentation and learning – a growth mindset
Competency mastery is intrinsically motivating
Elephant must believe it is capable of conquering change
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Shape the Path 5. Tweak the Environment
Make the desirable behavior a bit easier and the undesirable behavior a little bit harder
Don’t introduce a more complicated solution!
Solution makes sense to the rider and does not get resistance from the elephant
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Shape the Path 6. Build habits
Habits allow us to move on autopilot
Checklists help people develop habits
Keystone habits are small changes that impact many other areas of life
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Discussion: Techniques for HR Change Applied to Habit Project
If you know the domain/area/topic of your personal change, think through how you would apply the Switch techniques:
Which of the following techniques could you use to help facilitate this change?
Find the bright spots
Point to the destination
Shrink the change
Tweak the environment
Build habits
Discuss in pairs or trios and help each other find ideas.
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Workforce trends that will impact HR in 2021
Employers will shift from managing the employee experience to managing the life experience of their employees.
The gender-wage gap will continue to increase even as employees return to the workplace.
Flexibility will shift from location to time.
Mental health and trauma support will expand.
Employers may “rent” or outsource talent to fill the skills gap.
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