“The Times
They are a Changing!”
Betsy J. Webb, SPHR
Professional Development &
Training Manager,
Human Resources
Montana State University
What Matters in Creating Successful Change
Changes…
• Change in family membership during last twelve
months (additions or losses)
• Change in health of a family member (better or worse)
• Change in employment – you or your partner
• Change in financial state (better or worse)
• Change in living conditions (move, renovation,
damages)
• Change in school status (started or ended)
• Change in sleep habits
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“Fear, uncertainty and
discomfort are your
compasses toward growth.”
Unknown
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BARNGA
To Explore…
Cooperative Learning
Competitive Playing
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“All great changes are
preceded by chaos”
Deepak Chopra
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Instructions
• 8 people at each table: Form two
teams of 4 at your table. Each half
table is a game of 4 people. Teams are
1A and 1B, or 2A and 2B, etc.
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• Two games at each table; 4 players
per game. Choose a partner and sit
across from that person
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Instructions, continued
• Learn FIVE TRICKS – 7 minutes
– Instructions/rules in envelope
– Read instructions/rules
– Practice a few rounds
– Put instructions back in envelope
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Gag Order
• NO – Talking
• YES – Gesturing
• NO – Written Words
• YES – Pictures (drawing them)
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Tournament – Round 1
• Play FIVE TRICKS
• Play for 4 minutes
• Play several games
• Keep score, Play by the rules
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Round 2
• Winning team from each table switches to
the next table.
– Winners from Table 1A go to Table 2A, 1B goes
to 2B. Winners from Table 2A go to Table 3A,
2B goes to 3B, etc.
– Winners from last table go to Table 1
• Play FIVE TRICKS again for 4 minutes
• Same GAG ORDER and RULES apply
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Round 3
• Winning team from each table switches to
the next table.
– Winners from Table 1 go to Table 2, Winners
from Table 2 go to Table 3, etc.
– Winners from last table go to Table 1
• Play FIVE TRICKS again for 4 minutes
• Same GAG ORDER and RULES apply
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Round 4
• Winning team from each table switches to
the next table.
– Winners from Table 1 go to Table 2, Winners
from Table 2 go to Table 3, etc.
– Winners from last table move to Table 1
• GAG ORDER is lifted
– You may talk with players at your table!
• Play FIVE TRICKS again for 4 minutes
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Debrief
BARNGA is about change management
How do people react to unexpected change
and the resulting uncertainty, especially
when there is little or no communication?
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How Did You Feel?
• How did you feel about playing the game?
• How do you feel about the outcomes?
• What were your feelings towards:
–
–
–
–
The Facilitator
Your Opponents in Round 1 (same rules)
Your Opponents in Rounds 2 & 3 (different rules)
Players at the other tables
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What Happened?
• What important things happened during
the game?
• What surprising things happened during
the game?
• What stressful things happened during the
game?
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What Did You Learn?
• Identify some principles that occur to you
based on this game
– Such as: In many interpersonal situations, we
make unwarranted assumptions.
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Other principles:
• People engaged in the same activity may use different
procedures.
• Everyone may not be operating from the same set of rules.
• Lack of communication hinders cooperation and
resolution.
• People sometimes look to “leaders” or outside guidance
for help when there is uncertainty and/or chaos.
• Assertive people have an advantage.
• In a conflict situation, some people give up easily rather
than explain their views.
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Other principles (cont.):
• When other people behave differently from your
expectations, you may assume they are dishonest or
ignorant.
• Whenever you learn a “standard” set of rules, you feel
that they are the only correct set of rules.
• The “home team” may have the advantage in being able
to impose its rules on people coming from the outside.
• After going through a culture shock, people find it easier
to accept further shocks.
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How Does this Relate to your real world?
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Change
•
•
•
•
Why do we resist change?
When is change good?
When is change bad?
How can someone convince you that
change needs to be made?
• Does it matter who it is trying to convince
you that change needs to be made?
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Change viewpoints
For Decision-Makers:
For Implementers:
•
•
•
•
•
•
•
•
•
•
•
•
Purposeful
Necessary
Planned
Paced
An improvement
An opportunity
A beginning - Navigator
Unexpected
Unnecessary
Out of control
Disruptive
A problem
Limits choice
An ending - Victim
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Four Attitudes Towards Change
Advocates:
believe the
change will make a
difference, interested in
sharing their expertise and
enthusiasm.
Incubators:
thinking about
change, but not sure about
it. Thinking about learning
and testing the concepts
against their own
experience.
Apathetics: have not
heard of the change or
simply do not care. Might
believe they can ignore it
and it will go away.
Resisters:
openly and
actively challenge the
change or covertly
undermine the change.
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Three Conditions for Successful Change
1. Valid Information – good communication going and coming to
all levels of employees
2. Informed Choice – having the opportunity for all levels of
people to have some choice about the new plans and
changes.
3. Internal Commitment – to have any change be successful all
people must be committed to the course of action. There
will be varying degrees of commitment, of course, but to be
truly successful all people need to be committed to the
general direction.
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Leading Change – the 7 Levers
People Support
Environmental Support
• How can you put key
advocates in contact with
incubators and
apathetics?
• Mass Exposure
• Hiring Advocates
• Removing Resisters
• Walk the Talk
• Reward and Recognition
• Infrastructure
Shapiro, A. (2003). Creating Contagious Commitment, Applying the
Tipping Point to Organizational Change.
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Rider – provides planning and
direction
Elephant – provides the energy
Heath, C. & Heath, D. (2010). SWITCH: How to
Change Things When Change is Hard
Riders without Elephants have
understanding without
motivation
Elephants without Riders have
passion without direction
Reluctant Elephant and Wheelspinning Riders can ensure
that nothing changes
When both move together –
change can come easily
Shaping the Path
(environment)
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Betsy Webb
994-4275
elizabeth.webb@montana.edu
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