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Navigating Change When (Rapidly) Remote

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.

Mark Kilby

June 17, 2020
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  1. NAVIGATING CHANGE
    WHEN (RAPIDLY) REMOTE
    Mark Kilby
    @mkilby
    https://www.markkilby.com
    #DistributedTeamsConf

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

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

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

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  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.

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

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  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

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

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

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  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

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  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

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  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

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  13. TOO MUCH CHANGE

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  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

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  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

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  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.

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

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  18. EXPERIMENTING THROUGH
    CHANGE

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

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

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

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  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

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  24. AND MY 3 FAVORITE ONLINE
    TOOLS …

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  25. 3 FAVORITE ONLINE TOOLS
    Patience
    Empathy
    Listening

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

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  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

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  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

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  29. TIP:
    Keep tools to a minimum.

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

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

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  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”

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