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Friction-Free Transformation
This document outlines a framework for facilitating friction-free transformation in organizations. It is presented over three stages: 1) Build buy-in by engaging others, eliminating resistance, and mapping the landscape. 2) Remove roadblocks by overcoming inertia, generating confidence, and removing "sludge". 3) Embrace experimentation by scaling, sharing, and sustaining changes through a culture of experimentation, subtraction of unnecessary processes, and sharing of successes. Each stage contains modules to break challenges into tasks and tools to dissolve resistance. The goal is to establish an environment where transformation can occur through distributed, community-driven efforts rather than traditional bureaucratic change programs.
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Friction-Free Transformation
- 1. Friction Free Transformation Deeper LearningSymposium Louisville, 1-3 August 2023 @dwenmoth
- 2. The success rate forlarge, bureacratic change efforts is alarmingly low “The measure of intelligence is the ability to change.” Albert Einstein.
- 3. We Need ChangeLiteracy • Openness to change • Inclusivity • Problem solving • Vision and purpose • Leadership • Risk management • Effective communication • Empathy • Resilience • Adaptability • Etc.
- 4. Change is constant.... •Think of a change challenge you’ve faced in your school or district. • How did you go about solving it? • Who was involved? • How long did it take? • What resources did you use? • Were you successful? • Why/why not?
- 5. Let’s unpack itfurther... • What did you do to bring people with you? • What did you do when you encountered resistance? • How did you enable the change, and make it sustainable?
- 6. Imagine if... Now thinkabout something you’ve heard about at this conference – a new approach, innovative idea etc. • Imagine how you might bring this back into your context? • Where would you begin? • Who would you involve? • How would you make the change?
- 7. Why we needto change the way we change From: Bureacratic change programme q Centralised - Initiatives and priorities set at the top. q Chain of command – Most leaders delegate the functions of project rollout. q Direct persuasion – Convincing people why they need to change is the default method of influence. q Task-driven innovation – Innovation is project-driven. Projects stall, then die. q Localised – Purpose and priorities are the outcome of an organisation-wide conversation q Chain of trust – Successful leaders are humble and curious. They promote experimentation. q Self-persuasion – helping people convince themselves is the default form of influence. Resistance is minimal. q Experiment-driven innovation – The orgnaisation becomes a learning laboratory. To: Distributed, community-driven change platform
- 8. Building buy-in • Mappingthe landscape • Deciding who’s in the team • It’s all about negotiation
- 9. FRICTION FREE TRANSFORMATION Stage1: Build buy-in Engage Others Determine who you need to collaborate with Eliminate Resistance Help people convince themselves Map Landscape Pinpoint the problems and bright spots Identify the key players and stakeholders Eliminate push-back by helping people discover their own reasons for supporting the project
- 10. Build buy in Stopselling your ideas. Help people convince themselves Trust Choice Motivation vs Friction-free Change Self-persuasion: help people convince themselves Conventional Change Direct persuasion: convince people to change “I trust my own reasons” “I’m free to choose” I’m motivated to say yes quicker and commit for longer “I’m septical; about other people’s motives.” ”You’re telling me what to do!” ”I actively resist or defer actions.”
- 11. What would youdo? • Two girls fighting over a single orange • How would you resolve this? It’s mine! But I want it!
- 12. Here’s how itwent down... • Halving the orange was fair, but not optimal • Leading change always involves negotiation
- 13. Remove roadblocks • Buildingbelief • Neophobic vs neophilic • Eliminating sludge • Make change attractive
- 14. FRICTION FREE TRANSFORMATION Stage2: Remove Roadblocks Overcome Inertia Frame your novel ideas as familiar and friendly Generate Confidence Build self-belief Remove Sludge Make it easy to do what matters most Making it easier for people to make the changes Involves: • Identifying roadblocks • Identify the drivers of intertia • Taking action to remove what is inhibiting change
- 15. Remove roadblocks Friction FuelledChange Friction Free Change Hard Slow Exhausting Easy Fast Effortless Making it easy to say ‘yes’
- 16. Why is changedifficult? DRIVERS 1. Politics/policy (mandated change) 2. Addressing existing issues 3. Future focus/building agility 4. Responsive practice 5. Individual qualities and attitudes 6. Collaboration. ROADBLOCKS 1. Fear/uncertainty 2. Inertia 3. Resourcing 4. Overwhelm 5. Disconnect 6. Inconsistency 7. External influences 8. Leadership 9. Teachers https://futuremakers.nz/roadblocks-and-drivers/
- 17. Answer this.... If youwere to do everything required of you by the federal legislation, by the state requirements and by your district – attending to every request and every detail – how much time would you have left for teaching?
- 18. How difficult oreasy is it for you? 1. Completing all of the written planning and reporting requirements in my school. 2. Catering for the diversity of needs and interests of my students. 3. Addressing behaviour issues in my classroom. 4. Accessing the resources I need to support my teaching programmes. 5. Finding time for professional reading and improving my professional knowledge. 6. Having my voice heard when contemplating any change opportunties.
- 19. Embrace Experimentation • Createa culture of experimentation where you can ‘test and learn’ • Get rid of the unnecessary stuff • Share your successes
- 20. FRICTION FREE TRANSFORMATION Stage3: Embrace Experimentation Scale,share and Sustain Multiply your impact. Leave a legacy. Test and Learn Make experimentation a core capability Subtract Remove, reduce, recycle Experimentation is the only way to adapt faster than the rate of change. Traditional change processes become too slow to fail!
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- 23. What did younotice? Students not attending class or not engaging online. Students will become more engaged if parents are supporting them at home. Consider parents as partners in this process – part of their learning team in support of their child. Building relationships with parents in order to gain their support of learners in the home environment. Regular one-on-one phone calls to parents Provision of learning tasks and resources for use at home. Students still need reminders and routines – relying on the teacher for direction. Parents empowered to support learners once they understand the purpose. Making access to online environment a natural part of every day experience to empower them to work independently. Use multiple ways of connecting with parents. Changes not yet embedded fully – need to continue for another year. https://sites.google.com/breambaycollege.school.nz/hybridlearningtaitokerau/projects/tracey
- 24. The Experiment Planner •Serves as a guide to the planning conversation • Not to be used for compliance • Identifies the key decision points in the experimental process • Provides a point of reflection at regular points through the process – for review and adjustment
- 25. Scale,Share and Sustain Multiplyyour impact. Leave a legacy. Engage Others Determine who you need to collaborate with Overcome Inertia Frame your novel ideas as familiar and friendly Generate Confidence Build Self-belief. Eliminate Resistance Help people convince themselves Test and Learn Make experimentation a core capability Remove Sludge Make it easy to do what matters most Map Landscape Pinpoint the problems and bright spots Subtract Remove, reduce, recycle FRICTION FREE TRANSFORMATION Simple, Fast and Frugal: 3 Stages, 9 Modules
- 26. 3 Box Leadership Learnfrom the past Look to the future Live in the present MEETING AGENDA 1. What are we doing today? 2. What are we doing to progressively work for the future? 3. What are we letting go to make room for this to happen?
- 27. Build buy-in Removeroadblocks Embrace Experimentation Friction-free transformation = Build buy-in Remove roadblocks Embrace Experimentation Alienation, resistance, sabotage = Build buy-in Remove roadblocks Embrace Experimentation Frustration, lack of traction = Build buy-in Remove roadblocks Embrace Experimentation Failure to transform Legacy of failure = + + + +
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- 30. Nine modules to breakthe challenge into achievable tasks Suite of self- persuasion (friction dissolving) tools Friction-free navigator to track progress and supports on each project In-house social laboratory where experiments are designed and monitored Digital Octopus – how we collaborate and scale our discoveries
- 31. We cannot letour children be the victims!
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