Description: We are in the most innovative period in history. Molds are breaking everywhere. Virtually everything, work, education, politics, culture, right down to how we think and our very identities will be affected. Nothing will be spared. In this context, the ability to lead change is fundamental to individual and organizational success. Providing the direction, time and resources needed to support a change is not enough. The problem that must be solved to lead change is a personal one. Giving people new knowledge and resources is the easy part. The hard part is overcoming resistance to change. The new knowledge won’t be put to effective use without a “letting go” of attachments or identification with current ways of thinking and doing. The application of power and persuasion typically creates more resistance and lingering less visible problems that often don’t go away. The “Change Agent” understands the phases of the change process and has the presence and knows how to loosen attachments to current ways of thinking, turning reluctance to change into willingness.
Target Audience: This session is designed for those who would like to become more agile, adaptive and effective by learning how to lead change.
Organizational Issues: Thinking together requires leadership in the form of a fully present “Inquirer” who asks questions that builds shared understanding of context, problems, purposes, vision, commitments and plans. More often than not this involves exploring and challenging the thinking, mindset, reasoning of others in a way that prevents unproductive conflict and maintains a positive climate. Bringing minds together this way creates a ME to WE environment. Everyone is more likely to end up on the same page, aligned, motivated, responsible and able to respond or act effectively. Everyone also is more likely to learn from outcomes. Keep in mind, the performance of all organizational systems is driven by the quality of the interaction between its parts.
Objectives: There are many for this seminar, including;
- Look at the “inner game” of becoming a powerful change agent. Change Agents who have not done sufficient internal work are likely to complain about the current system, try to dismantle it, or try to implement its opposite, none of which advances the cause. Change agents need to start to know themselves. The foundation for their effectiveness arises from their presence - self-management, inner alignment and confidence. I call it iPower- awareness and will.
- Understand why people are reluctant to change and the role organizational culture plays.
- Explore the four phases of the change process and how to address issues associated with each phase.
- Catalyze the self-organization of your role as “Change Agent” by establishing its purpose / mindset and creatively discovering your self-image as a “Change Agent.”
- Accelerate the actualization of your role as “Change Agent” by practicing approaches, language, and opening lines for use in the different phases of the change process using interactive discussions and role plays (below):
- Apply a proven change leadership architecture for building a bridge from the old to the new while you are walking on it
- Influencing without power and position
- Finding and enrolling early adopters
- Facilitate “letting go” or dis-identification from the old way and buy in or identification with the new way
- Keep resistance from growing into conflict
- Learn from outcomes
Cost: $15 materials fee. Each participant leaves with an iPower- awareness CD and self-management workbook.
Materials Needed: None
Handouts: Available for download after the Forum
Biography: Peter Stonefield holds a B.S.E.E. , M.A. , Ph.D. and is President of Stonefield Learning Group. In this capacity, he serves as an executive and technical staff coach, consultant and trainer. He was an electronic engineer, marketing and sales executive for the Bunker-Ramo Corporation before becoming a psychologist. He taught graduate-level courses on Cognitive and Creative Process, Psychosynthesis and Counseling Psychology. He has successfully completed over 200 consulting engagements, created more than 20 different training and development programs and coached over 300 executives and engineers. Some of the training programs he developed are Managing Innovation, TQM, Agile Communications, Agile Leadership, Knowledge Management, Managing Change, Creative Thinking and Architecture for Teamwork. He has also facilitated the development of 10 knowledge leveraging “Communities of Practice” in engineering and marketing organizations. His client list includes Apple Computer, Baxter Laboratories, Dow Chemical, Hewlett Packard, IBM, Intel, Stanford University , PPG, Sun Microsystems, U.S. Department of Labor, Department of Health and Human Services, Environmental Protection Agency and General Services Administration. He was the principal consultant to, the U.S. Department of Labor, the winner of the U.S. President's Quality Award for Managing Change and the G.S.A. Administrators Award for Managing Change in Government.
His mission is to catalyze and accelerate the evolution of organizations and people.
can be reached by e-mail at email@example.com for additional information about this Pre-Conference session.