Communicating for ChangeLaurie Ford - The Four Conversations ...
Communicatin g for Change Laurie Ford www.usingthefourconversations.com www.laurieford.com CQI Institute Project list Perry Co: Improve immunization rates in the underserved population AOHC: Improve AOHCs (Assn of OH Health Commisss) role in assisting HDs w/preparedness activities
Licking Co: Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD Defiance: Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers. ODH: Improve the ICS (Incident Command Struct.) human capital mgmt deployment & activation process
Sandusky: Improve the information dissemination process to H1N1 high risk population Zanesville-Muskingum: Improve Z-Ms vaccine management system Leadership Competencies Your Survey results Effective communication
Knowledge of CQI process Open-minded, Open to change Making meaningful changes Respect for team/team work/team player Organized Commitment to the CQI process Objectives for this Conversation 1. Introduce ideas from our article in the Journal of Applied Behavioral Sciences on conversations and change 2. Review the four conversations of change 3. Talk about change and resistance 4. Show the relationship of the four conversations to the Five Practices of Exemplary Leadership by Kouzes & Posner
Conversational Profiles Article JABS, 2008 Conversational Profiles: A Tool for Altering the Conversational Patterns of Change Managers Premise: Successful implementation of change 1. Relies on effective communication 2. Requires managers to be aware of whether their communication is effective or not 3. And, if their communication is not effective, managers must alter their communication in order to be more effective. Conversational Profiles Article JABS, 2008 Our assertion: Change agents must be able to move among 4 different types of conversations 1. Initiative - Introduce the desired future and outcomes 2. Understanding - Engage participants in defining and
developing the plans and creating the change 3. Performance - Get everyone into action & producing results 4. Closure - Create accomplishment and learn from the change process Four Conversations for Success An Example Initiative - Get something started Ex: Announce a new customer service policy and the reasons for its value Understanding Engage other people Ex: Have a Q&A session to discuss the new policy and how it fits with peoples current jobs Performance Make agreements
Ex: Clarify who will do each part of the policy, and when Closure Follow up for accomplishment Ex: Report results, thank people, put in corrections CQI Institute Listen from your Change Initiative Perry Co: Improve immunization rates in the underserved population AOHC: Improve AOHCs (Assn of OH Health Commisss) role in assisting HDs w/preparedness activities
Licking Co: Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD Defiance: Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers. ODH: Improve the ICS (Incident Command Struct.) human capital mgmt deployment & activation process Sandusky: Improve the information dissemination process to H1N1 high risk population
Zanesville-Muskingum: Improve Z-Ms vaccine management system 8 Common Mistakes Most of us have a few bad conversational habits. 1. Not saying why something matters 2. Not being specific about what we want 3. Forgetting to say by when we want it
4. Waiting for others (leaders) to communicate 5. Assuming everyone understands things the same way (quality, performance, relationship, etc.) 6. Tolerating complaints instead of using them 7. Assuming people are good at managing their time
8. Not helping others be complete when its over Six Limitations to a Successful Workplace Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support
How We Compromise Our Communication 1. Unproductive conversations Complaints, Blaming, Gossiping 2. Missing one of the 4 conversations E.g., forgetting to ask, not closing things out 3. Incomplete Conversations Not using all the necessary conversational ingredients, e.g., not saying When, or Why 1. Unproductive Conversations Complaints usually lack commitment Blaming undermines accountability and
credibility Gossip reduces trust What do you do about these types of conversations in your workplace? 2. Missing Conversations When we are missing Initiative conversations, people lack enthusiasm, interest, and purpose Understanding conversations, people are confused, not engaged, not stepping up Performance conversations, we get no results, wrong results, or delayed results Closure conversations, we add to resentment, cynicism, mistrust
3a. Incomplete Conversations - Missing Accomplishment To help someone accomplish something, even a small task, add Accomplishment ingredients What are we trying to accomplish? When do we want to accomplish it? Why is this accomplishment important? What happens if you leave one out? 3b. Incomplete Conversations - Missing Resources To support peoples accomplishment, add Resource ingredients
Who else is involved? Where will the resources come from? And Where will the results go? How will it get done? What happens if you leave one out? Conversational Profiles Article JABS, 2008 The purpose of the article: 1. Demonstrate that managers have an identifiable pattern of talk a conversational profile when implementing change. 2. Show that conversational profiles are directly related to the progress of change. 3. Illustrate ways managers can intentionally alter their conversational profiles to positively affect the progress of change.
CQI Institute Whats Your Profile? Perry Co: Improve immunization rates in the underserved population AOHC: Improve AOHCs (Assn of OH Health Commisss) role in assisting HDs w/preparedness activities Licking Co: Increase the # of healthcare providers reporting influenza cases diagnosed weekly to LHD
Defiance: Improve surveillance of school-based influenza-like absenteeism and reporting to school officials by decreasing the time it takes to report numbers. ODH: Improve the ICS (Incident Command Struct.) human capital mgmt deployment & activation process Sandusky: Improve the information dissemination process to H1N1 high risk population Zanesville-Muskingum: Improve Z-Ms vaccine management system
Communicating for Change: Draft Your Plan (in conversation, of course) Specify What, When, Why, How: What is the change? Be specific: you cant just say improve or increase use measures. What changes? From what, To what? How will you know when youre done? When should it happen? Establish your best estimate for the timeline and the end date when the change will be complete. Why should it happen? Draft the purpose & goals. What will it accomplish? How will it advance the mission? How should it happen? Four components: Change Process: Identify steps or stages + timeline for each. Anticipated challenges: Anticipate problems and solutions. HR: Identify needs for training, hiring, reviews, etc. Financial: Budgets, resources, personnel, etc.
Communicating for Change: Draft Your Change Performance Network Specify Who, Where Who are your: 1. Change Authorities people who can help you finalize your Change Plan (decision makers relevant to your change) 2. Change Performers people who will produce the results that will make the change happen, e.g., Managers, Engineers, Trainers 3. Change Users-Customers people who will benefit most from the change 4. Change Resources people who have ideas & resources for the change to work in your organization, industry, or environment Where are these people and groups located? Sketch out the "geography" of the change.
Whats Missing in Your Change? Perry Co: Improve immunization rates AOHC: Improve role assisting preparedness Licking Co: Increase # of providers reporting Defiance: Improve surveillance ODH: Improve the ICS process Sandusky: Improve information dissemination Zanesville-Muskingum: Improve vaccine management system What is the change? When should it happen? Why should it happen?
How should it happen? Change Process: steps + timeline Anticipated challenges HR needs Financial planning Who & Where are your: Change Authorities Change Performers Change Users-Customers Change Resources Communicating for Change Use your Change Plan and Change Performance Network to have conversations for causing and completing the change you want. Initiative and Understanding conversations
Revise & improve the Change Plan and Change Performance Network Understanding and Performance conversations Clarify responsibilities, and displays for tracking results Make requests, promises, agreements. All four conversations Hold regular Status Update Meetings to track progress, refresh value, address concerns, update agreements, and recognize results. Turn resistance into ideas for improving the Change Plan and Network Closure conversations - create accomplishment & recognition Stages of Change 1. INITIATIVE: Proposal of vision and value Plan Draft, Development ,and Revision 2. UNDERSTANDING: Planning & engagement
Clear responsibilities for tasks, results 3. PERFORMANCE: Call for actions & results Requests, Promises, Agreements 4. CLOSURE: Recognition & return to purpose Acknowledge facts, Appreciate people, Apologize, Amend broken agreements Plan-Do-Check-Act and Communicating for Change ACT Hold regular Status Update Meetings to track progress, refresh value, address concerns, and recognize results. PLAN
Create your Change Plan (What-When-Why-How) and Change Performance Network (Who-Where) ALL 4 CONVERSATIONS ALL 4 CONVERSATIONS ACT CHECK CHECK Clarify responsibilities for tasks, results, and communications. Make requests, promises, agreements, and tracking displays. ALL 4 CONVERSATIONS
PLAN DO DO Validate and update the Change Plan and Change Performance Network in conversations with all players. ALL 4 CONVERSATIONS Obstacles: Resistance Resistance conversations come in three flavors: Complacency Why bother? Resignation It wont work. Cynicism Nothing ever works.
Resistance Resistance is a product of: Missing, Inappropriate, and Incomplete conversations over time which results in complacency, resignation, and/or cynicism ... and creates distrust, and a loss of credibility. Resistance Is Not an Obstacle Resistance is a form of conversation. Resistance conversations are just ways in which some people participate in organization change. Listen carefully to what is being said. Use the information as a valuable source
of feedback. See Decoding Resistance to Change in Harvard Business Review, March 2009, on www.laurieford.com Put Resistance to Work 1. Collect ideas for improving the Change Plan 2. Identify where Closure-Action is needed: What facts need to be acknowledged? What people need to be appreciated? What mistakes or misunderstandings deserve an apology? What broken agreements should be amended? 3. Clarify objectives and strategies, timelines and task assignments. Leadership Conversations
Five Practices of Exemplary Leadership, Kouzes & Posner 1. Model the way, Credibility Initiative and Closure Conversations 2. Inspire a shared vision Initiative and Understanding Conversations 3. Challenge the process, Open to ideas Understanding Conversations 4. Enable others to act, Cooperation & Trust
Performance and Closure Conversations 5. Encourage the heart, Appreciate Closure Conversations Conversations in Work and Life Its not only about organization change. Your conversations are a vital ingredient in the quality of your life. Reach your goals and help others reach theirs Establish and maintain good relationships Make things happen, Get things done
Summary 1. Some conversations are not productive 2. Four conversations are productive: Initiative, Understanding, Performance, Closure 3. Conversations can have six ingredients: What-When-Why and Who-Where-How 4. Most problems, in work and in the rest of life, can be resolved with conversation 5. Resistance is everywhere. Its your job to put it to work for your goals.
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