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Slide 1
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Building the Framework and
Leading Change
Quint Studer, Studer Group Founder
Evidence-Based Leadership
SM
Track
Monday, February 9, 2015
3:10pm – 3:55pm
COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization
Chapter 11
Phases of Change:
Mapping Your Organization’s
Journey
“People wish to be settled;
but only as far
as they are unsettled,
is there any hope for them.”
—Ralph Waldo Emerson
Comfort
We can stay in the
comfort range with
change if the
change is gradual
and predictable.
Better
Tension
Comfort
Even if the outcome
will make things
better – there is still
tension in achieving
the better.
Same to Better
Phases of Competency and Change Individual
Many people’s
performance may
decline initially when
moving to better.
Unconsciously
skilled
Consciously
skilled
Consciously
unskilled
Unconsciously
unskilled
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New
Skill””; Gordon Training International by Noel Burch; 1970
Moving to Be Better
Better
Same
Explain the Why
 Paint a picture of what
the desired outcome
means
 Capture the heart and
mind
Moving to Be Better
Better
Same
Why
What
 To improve operational
performance to achieve
the why
Moving to Be Better
Same
Better
Why
What
How
 Steps that need to be taken
 Barriers that will be faced
 Trigger points and actions to avoid
or minimize barriers
 How the outcomes and progress
will be measured
 Celebrate the wins/connect back to
the why
Same
Why Change?
 If we don’t change, here
is what the future will
look like
 Consequences
Worse
Same
What
 To Improve
Operational
Performance
Worse
How
Same
 Steps we need to take
 Barriers faced
 Trigger points and actions
for success to avoid or
minimize barriers
 How outcomes and
progress will be measured
 Celebrate the wins/connect
back to the why
Worse
Better
Same
Worse
Slide 14
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Conclusion
Why: Ignite the flame of urgency
What: Develop a clear roadmap
How: Critical actions outlined
Slide 15
Phases of Change - Organization
PHASE 1: THE HONEYMOON
DESCRIPTION





Sense of excitement
Right “to do” list
Things will get better (hope)
Quick fixes are implemented
Skeptics
ACTIONS






Layout Vision
Specific Outcomes
Standards
New Processes
Measurement
Connect to Why
PHASE 2: REALITY SETS IN
DESCRIPTION






We/they
Inconsistency
Bigger than I thought
This will impact me
Some are getting it
Some are not
ACTIONS
 Continue Measurement
 Continue Training and
Development
 Do Not Back Off
 Re-Solidify Senior
Leadership
 De-selection of Some
Leadership may be Needed
 Connect to Why
PHASE 3: THE UNCOMFORTABLE GAP
DESCRIPTION
 Outcomes flatten or
decrease
 Process improvement
increases
 Outliers become obvious
 Performance gap is evident
 Tougher decisions need to
be made
ACTIONS
 Training Becomes More
Specific and Individualized
 Feedback Needs to be
Specific and Individualized
 Low Tolerance for
Processes, Tools and
Techniques not being
Followed
 Connect to Why
Source: The Right Stuff Movie
Chuck Yeager
Slide 19
PHASE 4: CONSISTENCY
DESCRIPTION
 High performing results
 Everyone understands the
keys to success
 Disciplined people and
disciplined processes
 Proactive leadership
ACTIONS
 Objective Goal Setting is
Way of Life
 People-Driven Culture
 Relook at Standards
 Don’t Declare Victory
 Connect to Why
“Culture outperforms
strategy every time; and
culture with strategy is
unbeatable.”
Quint Studer
Slide 22
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