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.

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Mark Kilby

June 17, 2020
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Transcript

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

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

    much change Experimenting through change
  3. IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo

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

    Change introduced
  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.
  6. Our expectations when we initiate change on our teams Performance

    Time Status Quo New Status Expectations Change
  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
  8. WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status

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

    Quo New Status Quo Change introduced and challenges assumptions Mindshift
  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
  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
  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
  13. TOO MUCH CHANGE

  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
  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
  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.
  17. RAPIDLY REMOTE TIP: SLOW DOWN WHEN POSSIBLE Let the team

    absorb the changes and stay on track
  18. EXPERIMENTING THROUGH CHANGE

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

  20. None
  21. What you might see What the team sees Performance Time

    Status Quo New Status Expectations Change Time Performance Status Quo Change
  22. RAPIDLY REMOTE TIP: EXPERIMENT WITH, NOT ON (no one wants

    to be a lab rat)
  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
  24. AND MY 3 FAVORITE ONLINE TOOLS …

  25. 3 FAVORITE ONLINE TOOLS Patience Empathy Listening

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

    much change Experimenting through change
  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
  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
  29. TIP: Keep tools to a minimum.

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

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

    DECIDE HOURS OF OVERLAP?
  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”