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Rocking	
  the	
  Boat	
  without	
  Falling	
  Out	
  
Crea5ng	
  Change	
  in	
  Organiza5ons	
  
	
  
Lois	
  Kelly	
  |	
  Rebels	
  at	
  Work	
   American	
  Express	
  NGen	
  Webinar	
  July	
  29,	
  2014	
  
	
  
2	
  
Can	
  you	
  create	
  change	
  without	
  rocking	
  the	
  boat?	
  
3	
  
The	
  gap	
  between	
  vision	
  and	
  current	
  
reality	
  is	
  a	
  source	
  of	
  energy.	
  If	
  there	
  
were	
  no	
  gap,	
  there	
  would	
  be	
  no	
  need	
  
for	
  any	
  ac5on	
  to	
  move	
  towards	
  the	
  
vision.	
  We	
  call	
  this	
  gap	
  crea5ve	
  
tension.	
  
	
  
Peter	
  Senge	
  
The	
  Fi'h	
  Discipline	
  
Solu5ons	
  and	
  innova5on	
  
come	
  from	
  crea5ve	
  tension	
  
4	
  
But	
  we’re	
  socialized	
  to	
  be	
  obedient	
  to	
  authority.	
  
	
  
Group	
  think,	
  “likeability,”	
  
not	
  rocking	
  the	
  boat	
  is	
  rewarded.	
  
5	
  
Most	
  run	
  from	
  disagreement	
  and	
  crea5ve	
  tension...	
  
…and	
  cling	
  to	
  reasons	
  
not	
  to	
  change	
  
6	
  
Source:	
  
MP	
  Bumsted	
  
Biocultural	
  Science	
  &	
  Management	
  
Poll	
  
What	
  are	
  your	
  organiza5on’s	
  most	
  common	
  reasons	
  	
  
not	
  to	
  change?	
  
	
  
q The	
  board/execs	
  will	
  never	
  agree	
  to	
  it	
  
q Not	
  enough	
  resources/too	
  expensive	
  
q We’ve	
  tried	
  that	
  before	
  
q It’s	
  too	
  risky	
  
q Are	
  any	
  other	
  organiza5ons	
  like	
  us	
  doing	
  it?	
  
q Other:	
  _____________________________________	
  
7	
  
8	
  
“The	
  lack	
  of	
  ac5on	
  was	
  a	
  result	
  of	
  broad	
  bureaucra5c	
  problems	
  and	
  the	
  
failure	
  of	
  individual	
  employees	
  in	
  several	
  departments	
  to	
  address	
  a	
  
safety	
  problem….”	
  	
  GM	
  CEO	
  Mary	
  Barra	
  
9	
  
“Nearly	
  half	
  of	
  execu5ve	
  teams	
  
fail	
  to	
  receive	
  nega5ve	
  news	
  
that	
  is	
  material	
  to	
  performance	
  
in	
  a	
  5mely	
  manner	
  because	
  
employees	
  are	
  afraid….”	
  
	
  
	
  
	
  
The	
  Corporate	
  Execu5ve	
  Board	
  
“Open	
  Door	
  Policy,	
  Closed-­‐Lip	
  Reality”	
  
82%	
  of	
  employees	
  have	
  
experienced	
  some	
  kind	
  
of	
  penalty	
  for	
  speaking	
  
the	
  truth.	
  
Source:	
  “Speaking	
  Truth	
  to	
  Power”	
  study	
  
Dana	
  Theus,	
  ReclaimingLeadership.com	
  
Causes:	
  
	
  
Execs’	
  fear:	
  nega5ve	
  feedback.	
  	
  
	
  
Unstated	
  beliefs.	
  
	
  
•  Employees	
  are	
  self-­‐
interested,	
  untrustworthy	
  
•  Top	
  management	
  knows	
  
best	
  
•  Consensus	
  =	
  organiza5onal	
  
health	
  
Source:	
  	
  
“Sounds	
  of	
  Silence,”	
  NYU	
  Stern	
  
School	
  of	
  Management	
  
13	
  
And	
  some5mes	
  love	
  blinds	
  us.	
  
Bad	
  Rebels	
   Good	
  Rebels	
  
Complain	
   Create	
  
Break	
  rules	
   Change	
  rules	
  
Me-­‐focused	
   Mission-­‐focused	
  
Problems	
   Possibili5es	
  
Alienate	
   Ahract	
  
Energy-­‐sapping	
   Energy-­‐genera5ng	
  
Asser5ons	
   Ques5ons	
  
Pessimist	
   Op5mist	
  
Point	
  fingers	
   Pinpoint	
  causes	
  
Worry	
  that…	
   Wonder	
  if…	
  
Obsessed	
   Reluctant	
  
Source:	
  Rebels	
  At	
  Work	
  
15	
  
7
Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
Greatest value rebels provide
Call out problems
others afraid to
Challenge ineffective
sacred cow practices
Willing to be the first
to try new approaches
See new ways to
solve problems
Bring outside ideas into
the organization
Have ideas to improve
products/services
Detect emerging
issues early
Have a good pulse on
what customers want
93%
88%
86%
79%
73%
42%
16	
  
17	
  
What	
  are	
  the	
  risks	
  of	
  NOT	
  speaking	
  up?	
  
If	
  not	
  you,	
  who?	
  
18	
  
19	
  
Rebel	
  101:	
  Preparing	
  for	
  the	
  unknowable	
  
20	
  
Understand	
  the	
  
organiza5onal	
  
landscape	
  
•  What	
  is	
  most	
  valued?	
  
•  How	
  are	
  decisions	
  made?	
  
•  What	
  are	
  the	
  business	
  cycles?	
  
•  Who	
  influences	
  what	
  and	
  whom?	
  
•  What’s	
  gemng	
  talked	
  about?	
  
21	
  
Engage	
  supporters	
  and	
  collaborators	
  
Earn	
  credibility	
  and	
  trust	
  
Find	
  trusted	
  advisors	
  
Think	
  about	
  sequencing	
  
	
  
22	
  
Make	
  friends	
  with	
  BBB’s	
  
	
  
Bureaucra5c	
  Black	
  Belts	
  
(BBB’s)	
  
	
  
People	
  	
  who	
  have	
  mastered	
  the	
  
organiza5on’s	
  rules	
  and	
  culture	
  and	
  
know	
  how	
  to	
  navigate	
  the	
  in’s	
  and	
  
out’s	
  to	
  get	
  things	
  done	
  and	
  
minimize	
  risk	
  –	
  OR	
  preserve	
  the	
  
status	
  quo	
  and	
  stop	
  change.	
  	
  
	
  
Manage	
  your	
  outbox.	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Who	
  are	
  3	
  BBB’s	
  you	
  should	
  have	
  lunch	
  with?	
  
23	
  
That’s	
  interes5ng.	
  
Tell	
  me	
  more.	
  
Key	
  in	
  on	
  what’s	
  at	
  stake.	
   Show	
  how	
  the	
  idea	
  relates	
  to	
  what	
  people	
  
want.	
  
Paint	
  a	
  picture	
  of	
  what	
  could	
  be.	
   Make	
  the	
  status	
  quo	
  unappealing.	
  
Show	
  the	
  idea	
  can	
  work.	
   People	
  support	
  ideas	
  they	
  think	
  can	
  work.	
  
Be	
  posi5ve	
  and	
  pithy.	
   Keep	
  it	
  short!	
  
Frame	
  your	
  ideas,	
  communicate	
  value	
  vs.	
  “how”	
  
What	
  do	
  people	
  in	
  your	
  organiza5on	
  really	
  want?	
  Is	
  it	
  stated	
  or	
  unstated?	
  
24	
  
There	
  can	
  be	
  no	
  change	
  without	
  conflict.	
  
25	
  
Interpersonal	
  
Conflict	
  
Structural	
  	
  
Conflict	
  
Conflict	
  of	
  
Values	
  
26	
  
The	
  Rebel	
  Arc	
  
	
  
Knowing	
  when	
  to	
  quit	
  –	
  or	
  retreat	
  for	
  a	
  while	
  
Keep	
  going?	
  
•  Rate	
  importance.	
  
•  Just	
  ask.	
  
•  Is	
  the	
  energy	
  waning?	
  
•  Is	
  it	
  performance	
  objec5ve	
  
worthy?	
  	
  
•  How	
  much	
  are	
  your	
  colleagues	
  
willing	
  to	
  help?	
  	
  
•  Are	
  you	
  becoming	
  not	
  yourself?	
  	
  
27	
  
28	
  
Poll	
  
What	
  might	
  most	
  help	
  you	
  more	
  effec5vely	
  create	
  change?	
  
	
  
q Using	
  conflict	
  more	
  produc5vely	
  
q Beher	
  communica5ng	
  ideas	
  
q Building	
  rela5onships	
  with	
  BBB’s	
  
q Knowing	
  how	
  to	
  maneuver	
  inside	
  organiza5on	
  
q Overcoming	
  my	
  own	
  fears	
  	
  
q Becoming	
  more	
  known	
  as	
  credible,	
  trustworthy	
  
q 	
  Finding	
  more	
  supporters	
  
q Other:	
  _____________________________________	
  
29	
  
30	
  
Resources,	
  stories,	
  newslecer,	
  book	
  release:	
  	
  	
  	
  www.RebelsAtWork.com	
  
	
  
	
  
	
  
Views	
  and	
  news:	
  	
  @RebelsAtWork,	
  Facebook:	
  Rebels	
  at	
  Work	
  page	
  
Lois	
  Kelly:	
  lois@rebelsatwork.com	
  
	
  
Sign	
  up	
  for	
  our	
  newslecer!	
  

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Rocking the boat without falling out

  • 1. Rocking  the  Boat  without  Falling  Out   Crea5ng  Change  in  Organiza5ons     Lois  Kelly  |  Rebels  at  Work   American  Express  NGen  Webinar  July  29,  2014    
  • 2. 2   Can  you  create  change  without  rocking  the  boat?  
  • 3. 3   The  gap  between  vision  and  current   reality  is  a  source  of  energy.  If  there   were  no  gap,  there  would  be  no  need   for  any  ac5on  to  move  towards  the   vision.  We  call  this  gap  crea5ve   tension.     Peter  Senge   The  Fi'h  Discipline   Solu5ons  and  innova5on   come  from  crea5ve  tension  
  • 4. 4   But  we’re  socialized  to  be  obedient  to  authority.     Group  think,  “likeability,”   not  rocking  the  boat  is  rewarded.  
  • 5. 5   Most  run  from  disagreement  and  crea5ve  tension...   …and  cling  to  reasons   not  to  change  
  • 6. 6   Source:   MP  Bumsted   Biocultural  Science  &  Management  
  • 7. Poll   What  are  your  organiza5on’s  most  common  reasons     not  to  change?     q The  board/execs  will  never  agree  to  it   q Not  enough  resources/too  expensive   q We’ve  tried  that  before   q It’s  too  risky   q Are  any  other  organiza5ons  like  us  doing  it?   q Other:  _____________________________________   7  
  • 8. 8   “The  lack  of  ac5on  was  a  result  of  broad  bureaucra5c  problems  and  the   failure  of  individual  employees  in  several  departments  to  address  a   safety  problem….”    GM  CEO  Mary  Barra  
  • 10. “Nearly  half  of  execu5ve  teams   fail  to  receive  nega5ve  news   that  is  material  to  performance   in  a  5mely  manner  because   employees  are  afraid….”         The  Corporate  Execu5ve  Board   “Open  Door  Policy,  Closed-­‐Lip  Reality”  
  • 11. 82%  of  employees  have   experienced  some  kind   of  penalty  for  speaking   the  truth.   Source:  “Speaking  Truth  to  Power”  study   Dana  Theus,  ReclaimingLeadership.com  
  • 12. Causes:     Execs’  fear:  nega5ve  feedback.       Unstated  beliefs.     •  Employees  are  self-­‐ interested,  untrustworthy   •  Top  management  knows   best   •  Consensus  =  organiza5onal   health   Source:     “Sounds  of  Silence,”  NYU  Stern   School  of  Management  
  • 13. 13   And  some5mes  love  blinds  us.  
  • 14. Bad  Rebels   Good  Rebels   Complain   Create   Break  rules   Change  rules   Me-­‐focused   Mission-­‐focused   Problems   Possibili5es   Alienate   Ahract   Energy-­‐sapping   Energy-­‐genera5ng   Asser5ons   Ques5ons   Pessimist   Op5mist   Point  fingers   Pinpoint  causes   Worry  that…   Wonder  if…   Obsessed   Reluctant   Source:  Rebels  At  Work  
  • 15. 15   7 Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here Greatest value rebels provide Call out problems others afraid to Challenge ineffective sacred cow practices Willing to be the first to try new approaches See new ways to solve problems Bring outside ideas into the organization Have ideas to improve products/services Detect emerging issues early Have a good pulse on what customers want 93% 88% 86% 79% 73% 42%
  • 16. 16  
  • 17. 17   What  are  the  risks  of  NOT  speaking  up?   If  not  you,  who?  
  • 18. 18  
  • 19. 19   Rebel  101:  Preparing  for  the  unknowable  
  • 20. 20   Understand  the   organiza5onal   landscape   •  What  is  most  valued?   •  How  are  decisions  made?   •  What  are  the  business  cycles?   •  Who  influences  what  and  whom?   •  What’s  gemng  talked  about?  
  • 21. 21   Engage  supporters  and  collaborators   Earn  credibility  and  trust   Find  trusted  advisors   Think  about  sequencing    
  • 22. 22   Make  friends  with  BBB’s     Bureaucra5c  Black  Belts   (BBB’s)     People    who  have  mastered  the   organiza5on’s  rules  and  culture  and   know  how  to  navigate  the  in’s  and   out’s  to  get  things  done  and   minimize  risk  –  OR  preserve  the   status  quo  and  stop  change.       Manage  your  outbox.                                    Who  are  3  BBB’s  you  should  have  lunch  with?  
  • 23. 23   That’s  interes5ng.   Tell  me  more.   Key  in  on  what’s  at  stake.   Show  how  the  idea  relates  to  what  people   want.   Paint  a  picture  of  what  could  be.   Make  the  status  quo  unappealing.   Show  the  idea  can  work.   People  support  ideas  they  think  can  work.   Be  posi5ve  and  pithy.   Keep  it  short!   Frame  your  ideas,  communicate  value  vs.  “how”   What  do  people  in  your  organiza5on  really  want?  Is  it  stated  or  unstated?  
  • 24. 24   There  can  be  no  change  without  conflict.  
  • 25. 25   Interpersonal   Conflict   Structural     Conflict   Conflict  of   Values  
  • 26. 26   The  Rebel  Arc     Knowing  when  to  quit  –  or  retreat  for  a  while  
  • 27. Keep  going?   •  Rate  importance.   •  Just  ask.   •  Is  the  energy  waning?   •  Is  it  performance  objec5ve   worthy?     •  How  much  are  your  colleagues   willing  to  help?     •  Are  you  becoming  not  yourself?     27  
  • 28. 28  
  • 29. Poll   What  might  most  help  you  more  effec5vely  create  change?     q Using  conflict  more  produc5vely   q Beher  communica5ng  ideas   q Building  rela5onships  with  BBB’s   q Knowing  how  to  maneuver  inside  organiza5on   q Overcoming  my  own  fears     q Becoming  more  known  as  credible,  trustworthy   q   Finding  more  supporters   q Other:  _____________________________________   29  
  • 30. 30   Resources,  stories,  newslecer,  book  release:        www.RebelsAtWork.com         Views  and  news:    @RebelsAtWork,  Facebook:  Rebels  at  Work  page   Lois  Kelly:  lois@rebelsatwork.com     Sign  up  for  our  newslecer!