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Todd Wilmore has a reputation for incisiveness in
identifying needs and solutions for clients. His
knowledge of people processes, facilitation,
leadership, performance management, and
change, come from years of study and consulting
experience.
His former clients include the Virginia Institute of
Marine Science, U.S. Council of Better Business
Bureaus, Internal Revenue Service, Defense
Security Service, and many small businesses.
Todd presents at national
educational conferences and
professional ASTD conferences on
topics ranging from storytelling to
digital badges to gamification of
learning. He recently published a
downloadable handbook called
Keys to How We Learn. Ten
Perspectives on Learning
• Graduate of The George Washington University
with a Masters Degree in Education and
Human Development.
• 16 years teaching for Central Michigan and
Saint Leo Universities
• 24 year career with the Air Force.
Exploring the Principles
of Change.
“You think you understand the
situation, but what you don’t
understand is that the situation
just changed”.
Putnam Investments Ad
Formulas
Keys
To
Change
and
Learning
Hi! I’m
Betty.
2 of 3
Change initiatives that failed to produce desired results
out of 100’s of TQM programs studied* in 1990's.
*Arthur D. Little and McKinsey & Co
Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning
organizations. New York: Currency/Doubleday..
70%
Failure rate of reengineering change initiatives
Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning
organizations. New York: Currency/Doubleday..
Half
Number of 100 corporate-driven change efforts that
failed during startup.
Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning
organizations. New York: Currency/Doubleday..
25%
Employers who were able to sustain gains from their
change management initiatives over the long term.
The 2013 Towers Watson Change and Communication ROI Survey
“You cannot expect to change
strategies, structures, and
systems with the same level of
thinking that created them in
the first place”.
Peter Senge, Dance of Change
Senge, P. M. (1999). The dance of change: The challenges of sustaining momentum in learning
organizations. New York: Currency/Doubleday..
Which was your favorite childhood game?
A. Simon Says
B. Musical Chairs
C. Capture the Flag (King of the Mountain)
.
Adapted from a quiz by Perry Buffington
Which of the following depict your problemsolving style?
A. Ready, aim, aim, aim…
B. Fire, aim, and then ready
C. Ready, aim, blast off, don’t look back, let the
wounded fall where they may
Adapted from a quiz by Perry Buffington
You’re driven by:
A. A sensible car (maybe a mini-van)
B. Someone else
C. Your ego
Adapted from a quiz by Perry Buffington
Which of the following most accurately
expresses your philosophy?
A. If it’s broke, someone else will fix it
B. If it’s broke, unfortunately I’ll have to fix it
C. Even if it’s not broke, change it anyway
Adapted from a quiz by Perry Buffington
Which is your favorite amusement park
attraction?
A. The food
B. The carousel (merry-go-round)
C. The roller coaster
Adapted from a quiz by Perry Buffington
Who is a leader?
A. My current boss/big client (whoever pays my
bills)
B. One who’s mastered all 7 habits of highly
effective people
C. One whom people follow
Adapted from a quiz by Perry Buffington
Give yourself :
1 point for each “A”
2 points for each “B”
3 points for each “C”.
0-8: The Tuber. Beware. The tidal wave of
change will either push you along or drown you.
Adapted from a quiz by Perry Buffington
9-14: The Surfer. You may believe in meetings
and administration. That’s okay, but only if you
want to be known as a "corporate" type who
rides the waves of change.
Adapted from a quiz by Perry Buffington
15-18: The Tsunami. A commander, guide, pilot
-- no matter how you say it, it spells leader, and
that’s you. You cause tremors that create the
waves of change.
Adapted from a quiz by Perry Buffington
Isn’t there an easy
way to look at
change?
Inspired by a formula for change in a book by Richard
Beckhard & Reuben Harris and attributed to David
Gleicher as the original source.
Beckhard R. and Harris R.T. (1987). Organizational transitions:
Managing complex change. Addison-Wesley, Reading, MA.
C=DVF>R
Derived from: Beckhard R. and Harris R.T. (1987).
Organizational transitions: Managing complex change Addison-Wesley, Reading, MA.
(C) Change
"Image courtesy of Naypong@FreeDigitalPhotos.net”
(D) Dissatisfaction
(V) Vision
We’ve got to do this.
Get excited!
Tell
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
… edited by Peter M. Senge
Tell
Sell
I’ve got the answer. Let me
try to get your buy in.
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
… edited by Peter M. Senge
Tell
Sell
Consult
What vision do you
suggest?
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
… edited by Peter M. Senge
Let’s co-create
our individual
and collective
future.
The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning
… edited by Peter M. Senge
Set direction and learn
Let’s co-create our
individual and
collective future.
Group Leadership
(F) First steps
(F) Future steps
(R) Resistance
(R) Resisters
Change Exercise
Think of a recent situation where some
kind of change was instituted in your
personal life or workplace.
Was the change resisted?
Why is change so often resisted?
Looking back, what might have made the
change easier for people to buy into?
Strategies
Social
environment
Physical
environment
tiny changes
tiny habits
C=DVF>R
Change = Dissatisfaction x Vision x First Steps > Resistance
Derived from: Beckhard R. and Harris R.T. (1987).
Organizational transitions: Managing complex change Addison-Wesley, Reading, MA.
What about
getting one
person to
change?
L=EAP>O
Learning (L)
Image courtesy of Stuart Miles / FreeDigitalPhotos.net.
Enthusiasm (E)
Aspirations (A)
Path (P)
"Image courtesy of phanlop88/ FreeDigitalPhotos.net".
EAP
Obstacles (O)
L=EAP>O
Learning = Excitement x Aspiration x Path > Obstacles
Where do I
start?
2 minute drill
I would…….
□ Things
□You
□ Need
□ To
□ Know
“…we’re going to have to find ways
to innovate, and innovation
means taking chances.”
Michael Crow, President of ASU
3. Create “enough” chaos to
drive new ideas.
Schwartz. K. (2014). On the Edge of Chaos: Where Creativity Flourishes. Retrieved from:
http://blogs.kqed.org/mindshift/2014/05/on-the-edge-of-chaos-where-creativityflourishes/
“The truly creative
changes and the big shifts
occur right at the edge of
chaos.”
Dr. Robert Bilder, Professor
UCLA’s Semel Institute for Neuroscience and Human Behavior.
5. Create new measures
Impact
Interviews
Surveys
Reviews
Engagement data
Media
Business results are the
consequence of attitudes,
behaviors, and actions.
(Author unknown)
"Everybody's
got a laughing
place!"
This guy gets a
parrot…
C=DVFR
Change = Dissatisfaction x Vision x First Steps > Resistance
L=EAP>O
Learning = Excitement x Aspiration x Path > Obstacles
□ THINGS
□YOU
□ NEED
□ TO
□ KNOW
http://bit.ly/1E14VC7
References
Bridges, W. (1991). Managing transitions: Making the most of change.
Reading, Mass: Addison-Wesley.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of
how people change their organizations. Boston, Mass: Harvard Business
School Press.
Senge, P. M. (1990). The fifth discipline: The art and practice of the
learning organization. New York: Doubleday/Currency.
Senge, P. M. (1994). The Fifth discipline fieldbook: Strategies and tools for
building a learning organization. New York: Currency, Doubleday.
Sirkin, Harold L & Keenan, Perry & Jackson, Alan. (2005). The hard side of
change management. Harvard business review, 83. Retreived from
http://www.biomedsearch.com/nih/hard-side-changemanagement/16250629.html
Galileo Galilei