Navigating Change When (Rapidly) Remote

This 25 minute version of my Navigating Change talk provides a refresher on a very well know model for helping understand how individuals and teams process change. It can also be used to help support teams in change. This talk was presented at the first Distributed Teams Conference hosted by Future.Works. Highly recommend this conference.

Transcript

1. NAVIGATING CHANGE
   WHEN (RAPIDLY) REMOTE
   Mark Kilby
   @mkilby
   https://www.markkilby.com
   #DistributedTeamsConf
   

   View Slide

2. OUR PLAN
   How we handle change
   When there is too much
   change
   Experimenting through
   change
   

   View Slide

3. IMAGINE A TEAM WORKING TOGETHER …
   Performance
   Time
   Status Quo
   

   View Slide

4. IMAGINE A TEAM WORKING TOGETHER …
   Performance
   Time
   Status Quo
   Change
   introduced
   

   View Slide

5. IMAGINE A TEAM WORKING TOGETHER …
   Performance
   Time
   Status Quo
   Change
   introduced
   Change could be:
   - New process
   - New team member
   - New leader
   - New tools
   - New conflict
   - Urgent request
   - Urgent change in direction
   - Tool failure
   - Process failure
   - Team member out
   unexpectedly
   - Leader unavailable
   - Etc.
   

   View Slide

6. Our expectations when
   we initiate change on
   our teams
   Performance
   Time
   Status
   Quo
   New Status
   Expectations
   Change
   

   View Slide

7. Our expectations when
   we initiate change on
   our teams
   Our expectations when
   change is imposed
   Performance
   Time
   Status
   Quo
   New Status
   Expectations
   Change
   Time
   Performance
   Status
   Quo
   Change
   

   View Slide

8. WHAT REALLY HAPPENS
   (UNDER THE RIGHT CONDITIONS)…
   Performance
   Time
   Status Quo
   New Status
   Quo
   Change introduced
   and challenges
   assumptions
   

   View Slide

9. WHAT REALLY HAPPENS
   (UNDER THE RIGHT CONDITIONS)…
   Performance
   Time
   Status Quo
   New Status
   Quo
   Change introduced
   and challenges
   assumptions
   Mindshift
   

   View Slide

10. SMOOTHING IT OUT: THE CHANGE CURVE
    Time
    (1) Status
    Quo/Old
    (8) New Status
    Quo
    (2) Change
    introduced and
    challenges
    assumptions
    (7) Integrate New
    Learning
    Performance
    (3) Resistance
    (5) Initial
    Results / Period
    of Disruption
    (6) Transforming Idea (s)
    (4) Unlearning
    

    View Slide

11. RAPIDLY REMOTE TIP: EVERYONE MOVES
    DIFFERENTLY THROUGH THIS CURVE
    Time
    (1) Status
    Quo/Old
    (8) New Status
    Quo
    (2) Change
    introduced and
    challenges
    assumptions
    (7) Integrate New
    Learning
    Performance
    (3) Resistance
    (5) Initial
    Results / Period
    of Disruption
    (6) Transforming Idea (s)
    (4) Unlearning
    

    View Slide

12. RAPIDLY REMOTE TIP: EVERYONE MOVES
    DIFFERENTLY THROUGH THIS CURVE
    Time
    (1) Status
    Quo/Old
    (8) New Status
    Quo
    (2) Change
    introduced and
    challenges
    assumptions
    (7) Integrate New
    Learning
    Performance
    (3) Resistance
    (5) Initial
    Results / Period
    of Disruption
    (6) Transforming Idea (s)
    (4) Unlearning
    Let’s check
    

    View Slide

13. TOO MUCH CHANGE
    

    View Slide

14. HOW TO MANAGE CHANGE?
    RAPIDLY REMOTE TIP: Limit the Chaos
    Time
    Performance
    Sometimes known as the
    “point of chaos”;
    It will get worse before it
    gets better as the team
    wrestles with change
    Chaos
    

    View Slide

15. TOO MUCH CHANGE
    Can the team recover?
    (1) Status Quo/
    Old Way
    (2) Many/Bigger
    changes introduced
    and challenges
    assumptions
    Performance
    Chaos extended. Team may
    not come out of chaos without
    huge effort and support
    Chaos
    Chaos
    Time
    

    View Slide

16. TOO MANY CHANGES
    Time
    (1) Status
    Quo/Old
    (2) Change
    introduced
    Performance
    (3) Resistance
    Chaos
    Results may look more like this if team is not
    given time to adapt to each change and learn
    from it.
    

    View Slide

17. RAPIDLY REMOTE TIP: SLOW DOWN WHEN POSSIBLE
    Let the team absorb the changes and stay on track
    

    View Slide

18. EXPERIMENTING THROUGH
    CHANGE
    

    View Slide

19. RAPIDLY REMOTE TIP: SET EXPERIMENTS
    To navigate the chaos
    

    View Slide

20. View Slide

21. What you might see
    What the team sees
    Performance
    Time
    Status
    Quo
    New Status
    Expectations
    Change
    Time
    Performance
    Status
    Quo
    Change
    

    View Slide

22. RAPIDLY REMOTE TIP: EXPERIMENT WITH, NOT ON
    (no one wants to be a lab rat)
    

    View Slide

23. RAPIDLY REMOTE TIP: EVERYONE MOVES
    DIFFERENTLY THROUGH THIS CURVE
    Time
    (1) Status
    Quo/Old
    (8) New Status
    Quo
    (2) Change
    introduced and
    challenges
    assumptions
    (7) Integrate New
    Learning
    Performance
    (3) Resistance
    (5) Initial
    Results / Period
    of Disruption
    (6) Transforming Idea (s)
    (4) Unlearning
    Let’s check
    

    View Slide

24. AND MY 3 FAVORITE ONLINE
    TOOLS …
    

    View Slide

25. 3 FAVORITE ONLINE TOOLS
    Patience
    Empathy
    Listening
    

    View Slide

26. WE COVERED…
    How we handle change
    When there is too much
    change
    Experimenting through
    change
    

    View Slide

27. THANKS! Q&A? NEED MORE?
    Learn more about my courses,
    articles, books and get a FREE
    WORKSHEET for navigating change
    at:
    https://markkilby.com/DTCDay3
    

    View Slide

28. PHOTO CREDITS
    star swirl - https://unsplash.com/photos/rMmibFe4czY
    Winding road into desert hills by Jannes Glas on Unsplash
    http://agendashift.com/a3-template
    2 rats - https://commons.wikimedia.org/wiki/
    File:Sister_ratties_3.jpg
    All other images (c) 2020 Mark Kilby & Johanna Rothman
    

    View Slide

29. TIP:
    Keep tools to a minimum.
    

    View Slide

30. © 2020 Mark Kilby
    WHAT IF WE CONSIDERED HOURS OF OVERLAP?
    

    View Slide

31. © 2020 Mark Kilby
    WHAT IF WE LET THE
    TEAM DECIDE HOURS OF OVERLAP?
    

    View Slide

32. RAPIDLY REMOTE TIP:
    WORKING AGREEMENTS FOR WORK AND HOME
    Work has invaded your home
    Every day is now
    “bring your kid/pet to work day”
    We might call this a “mindshift”
    

    View Slide