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Conversation for Communication in Change
David Weston, 15th November, 2018 Manchester Change is hard
Sunk cost bias – IKEA effect But we worked hard on that… Dunning Kruger effect I’ve read a book Confirmation Bias I’ve seen this before, or I’m even more sure about what I already thought
2 Change is hard
Halo Effect - ‘Tribal bias’ More likely to believe things from your context & peers, less likely otherwise. Fundamental attribution error It’s not my mental failing, it’s your character defect
3 4 Which biases have you noticed?
Sunk Cost or IKEA effect – valuing what you work hard on Dunning-Kruger – the illusion of being knowledgeable based on excitement and novelty Confirmation bias – selective listening and interpreting to reinforce existing beliefs Halo Effect (tribal bias) – valuing ideas from people you like (and disliking ideas from those you don’t) Fundamental Attribution Error –assuming bad character of others during disagreement or conflict.
5 Change
6 Change Management https://scienceforwork.com/blog/change-management-psychology/
Discrepancy describes the perceived necessity for a change (e. g. dissatisfaction with the status-quo). Appropriateness is the conviction that a chosen change is suitable to address and dissolve a given discrepancy. Efficacy is the belief that both the individual change recipient and the organization are able to successfully implement a change. Principal support is the conviction that managers are committed to the change and will act as change agents. Valence refers to the belief that the change will be beneficial for the individual change recipient.
7 Change Management https://scienceforwork.com/blog/change-management-psychology/
Discrepancy - Start with teachers’ concerns and show examples of what could be to raise expectations Appropriateness - Pilot, show examples Efficacy - Pilot, lay out implementation plan, show staff engagement & demonstrate listening Principal support - Engage leaders and influencers early, get modelling, show investment Valence - Allow experimentation, model, pilot.
8 Conversation for change
The topic you’re avoiding talking about is probably the most powerful one Mokita – the elephant in the room Look under the rocks Eat the frog Come straight to the point No pussy-footing around No s*** sandwiches Three ingredients Absolute candour – come out from behind yourself Open listening – my reality is only one perspective Respectful belief – I consider you capable of fixing this Listening
Gently labelling emotion Paraphrasing Summarising + “have I got that right?” Mirroring: words and body language Questioning How… What (happened…, could…, And not… “why” Silence… wait time!
10 Confronting an issue
Andy Buck/Susan Scott: NEFI ART in 60 seconds N – Name (the issue). E – Exemplify (the issue). F – Feeling (how this makes you feel). I – Importance (why this matters). A – Accept your contribution (any part you may have played in the situation occurring). R – Resolve (you want to find a way forward). T – Them (enquire about their response).
11 Managing for change
Absentee Partnership Micromanagement • Unaware • Aware and curious • Grabs ownership • No listening • Listens, repeats, • Listens superficially, • No feedback questions relevant only one • No goal-setting details perspective; • Causes damage by • Shares relevant pretends to know tripping on content and • Demands reports grenades unawares perspectives, and monitoring that brainstorms generate work – solutions hoards information • Removes obstacles, • Gives solutions defuses anticipated without problems before understanding they arise problems and without opportunity for other to solve
12 Dialogue for…
Mission & purpose
Belonging Clarity & & certainty Connected
13 Be the coach How can you use these ideas to drive your change?
Persuasion and change start with asking Open listening – my reality is only one perspective Respectful belief – I consider you capable of fixing this Check in on progress: interested but not micro-managing Team meetings where everyone is heard Be clear: discussion or decision-making? Keep a note of who has contributed Use small groups and post-it feedback Acknowledge disagreements and label emotion Question, summarise, paraphrase Go back to shared understanding, roles, policies if need be Follow up in regular 1-to-1s Some great books on conversation
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