Leading Meaningful Change - Deepstash
Leading Meaningful Change

Leading Meaningful Change

Beverley Patwell

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The “Use-of-Self”

The “Use-of-Self”

Change efforts begin with knowing who you are and what unconscious factors drive your decisions, then linking that Self with the greater world. The one element in the change management process that you completely govern is yourself.

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“A shared purpose captures early involvement and support for the change, reduces tensions and conflict and leads to better results.”

BEVERLEY PATWELL

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Six precepts of Leading Meaningful Change

Six precepts of Leading Meaningful Change

1. Be deliberate about your decisions and take accountability – check your biases and consider choices while make sure you’re aware of all the facets of your thinking.

2. Foster “Use-of-Self as an instrument of change” – embrace and face people’s resistance to change.

3. “Reframe” - when you reframe, you find new perspectives from which to view your experiences.

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4. Utilize “the dynamics of power” – there is always people/team with ‘power; formal/informal. Analyze, leverage and align the flow of ‘power’.

5. Deliver and request feedback – continuous improvement only can be done with feedback

6. Recognize and leverage diversity – see each person as there will be differences in each of us; be sensitive with it.

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Seven principles of Leading Meaningful Change

Seven principles of Leading Meaningful Change

  1. Build a common goal
  2. Make people involved
  3. Maintain interpersonal connection
  4. Make your plan aligned with the goal
  5. Build a culture that align with the change
  6. Make all part is ready for change
  7. Always do continues monitoring and adjustment

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Envisioning Success Exercise

Envisioning Success Exercise

Remember to do “Envisioning Success Exercise“; asks participants to project themselves into the future, visualizing the success of your change initiative, and retrace the steps that got them there. This will build a common shared purpose.

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Make a Master Plan of Change

Make a Master Plan of Change

This plan should cover:

  1. Role models
  2. Comprehension and commitment
  3. Formal procedures
  4. Enabling people, enhance their skill and knowledge

Your change should cascade down through four levels – “corporate, project, supports and communications.” Factor in the structures and supports needed at each level to accomplish your change goals.

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Culture and Change

Culture and Change

Acknowledge the current culture, deep dive to find its root concepts. Take this into account when you need to do a change. Change agents should look out for mismatches between intention and results, inside and outside influences, and risks. Remain nimble, receptive to feedback and willing to innovate.

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Four Stages of Change

Four Stages of Change

Anticipate that the four stages of a change will be in steady movement as you plan, convey and assess the arranged change. The stages are:

  1. Alignment – get all stakeholders into account and to get your common definition of successful change
  2. Integration – you may start to find resistance to be addressed. Consider to have workshops, team sessions, etc.
  3. Action – always look back your change Master Plan, adjust when necessary
  4. Renewal – Evaluate everything, assess your change against your purpose

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Teamwork

Teamwork

Teamwork becomes the glue that bonds people together around the shared purpose and collectively engages their hearts and minds. The five main team dysfunctions to look out for are mistrust, conflict, poor commitment, avoiding accountability and inattention to results.

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Beverley Patwell encourages people to embark on a “change journey”. She shared jargon “Use-of-Self” that focuses on the individual as the pivotal point for meaningful change. It also provided deeper explanations on four-stage process of align, integrate, carry out and renew your change process.

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