In partnership with University of Alberta Executive Education, we are pleased to present Influence without Authority, a one-day course being offered exclusively to members of the Calgary Change Management Think Tank at a cost of $45.00 + GST.
Registration Instructions:
Step 1: Visit the Alberta School of Business, Executive Education registration website at https://trainingpartner.bus.ualberta.ca/TPONLINE/TPONLINE.dll/Home
Step 2: Set up a registration ID - on the left hand side of the main screen is an area that says “Register for an Executive Education ID”, click on the hyperlink below to set up your profile.
Step 3: Complete the profile information, hit ‘OK’
Step 4: Retrieve the username and password automatically sent to you via email.
Step 5: Login in at https://trainingpartner.bus.ualberta.ca/TPONLINE/TPONLINE.dll/Home
Step 6: Click Register
Select program or course type: Calgary Change Management Think Tank
Select course: Influence without Authority
Date: 9/17/2010
Payment Type: Select preferred payment type
Click Register, confirm details, and click Register.
Step 7: You will receive a confirmation email that will include a link to a Payment Authorization Form. Please complete the payment form and fax it to the number provided.
If you have any questions or require assistance at any point, please contact Tanya Ummard at 403.718.6380 and thanks for your participation!
Sunday, July 11, 2010
Wednesday, May 12, 2010
May 25 Luncheon Signup
The Future of Change Management
Change Management has been around for many years and it is obvious, through it's varied applications and success in Calgary, that it is gaining momentum. The CM Think Tank aims to bring more awareness and education of the value of change management to the city. Natalie Muyres and Blythe Butler, members of the CM Think Tank and Steering Committee, will present and facilitate a discussion of change management in Calgary and plans for building a Change Management Community of Practice. A goal of the CM Think Tank is to be inclusive and to unify a wide spectrum of change management practitioners and provide future support and development of the practice. We hope that you will join us to provide your input. However, this won't be the only opportunity to share your thoughts, the CM Think Tank has plans to do a survey over the summer and this will be reviewed at the June meeting. Seating is limited so RSVP early and please, if you are unable to attend, update your status so others may attend.
Change Management has been around for many years and it is obvious, through it's varied applications and success in Calgary, that it is gaining momentum. The CM Think Tank aims to bring more awareness and education of the value of change management to the city. Natalie Muyres and Blythe Butler, members of the CM Think Tank and Steering Committee, will present and facilitate a discussion of change management in Calgary and plans for building a Change Management Community of Practice. A goal of the CM Think Tank is to be inclusive and to unify a wide spectrum of change management practitioners and provide future support and development of the practice. We hope that you will join us to provide your input. However, this won't be the only opportunity to share your thoughts, the CM Think Tank has plans to do a survey over the summer and this will be reviewed at the June meeting. Seating is limited so RSVP early and please, if you are unable to attend, update your status so others may attend.
Tuesday, April 6, 2010
April 27 Luncheon Sign-up
Please join us for our April Meeting at Centini's featuring Jeff Skipper. Jeff will be presenting on Social Networking in recruiting and customer engagement. In our role as Change Management professionals we are looking for the right people to help us with change so this might be of interest to you. We are limited to 24 seats so sign up early using the link below.
http://events.linkedin.com/April-CM-Think-Tank-Luncheon/pub/285698
http://events.linkedin.com/April-CM-Think-Tank-Luncheon/pub/285698
Tuesday, March 30, 2010
March Luncheon Recap
Greeting fellow Think Tankers! Spring is in the air and we’ve kicked our monthly meeting series into full bloom with a great feature presentation from Brent Collingwood, Senior Director, Client Development with the Executive Education department at the University of Alberta School of Business.
Brent gave a superb overview of the offerings featured here in Calgary. Specifically, he shared information on their Leading Series, Finance for Non-Financial Managers Series as well as their Energy Leadership Program. All programs are available to professionals seeking to expand their business knowledge, whether as part of a degree or certificate program or as single courses.
For additional information, check out their web site: www.executiveeducation.ca or by e-mailing Brent directly at: brent.collingwood@ualberta.ca
We will continue to offer program information on a variety of continuing education opportunities available to our membership, so stay tuned! If you have any suggestions on this or any other topic, please submit your ideas to our LinkedIn page: Calgary CM Think Tank
Brent gave a superb overview of the offerings featured here in Calgary. Specifically, he shared information on their Leading Series, Finance for Non-Financial Managers Series as well as their Energy Leadership Program. All programs are available to professionals seeking to expand their business knowledge, whether as part of a degree or certificate program or as single courses.
For additional information, check out their web site: www.executiveeducation.ca or by e-mailing Brent directly at: brent.collingwood@ualberta.ca
We will continue to offer program information on a variety of continuing education opportunities available to our membership, so stay tuned! If you have any suggestions on this or any other topic, please submit your ideas to our LinkedIn page: Calgary CM Think Tank
Monday, March 8, 2010
March 23 Luncheon Sign-up
Please join us for our March lunch meeting at Centini's featuring Brent Collingwood, Senior Director, Client Development Executive Education at University of Alberta. Brent will share opportunities for professional development offered by U of A right here in Calgary. Please make plans to join us!
Sign up for the event at: LinkedIn Event Page
Sign up for the event at: LinkedIn Event Page
Tuesday, March 2, 2010
February 23 Lunch Meeting Summary
Michelle Phaneuf, P.Eng, Q.Med. presented an overview of what conflict is and how to effectively manage it. Allowing people a chance to get through their emotions is key to moving towards resolution of issues. Michelle shared some approaches that can be used to help surface the emotions that arise during conflict to drill down to the core issues. Michelle also led the group through role play scenarios to allow us to try out these new techniques.
Michelle is a specialist in conflict resolution and works with employees and teams to lead them through conflict to creative solutions. One-on-one conflict coaching will allow you to see your situation in a different light and conflict training for staff will improve workplace dynamics. For additional information on Michelle's company, please follow this link to her website www.rea-agreements.com
• Conflict occurs when a person’s needs are not being met or acknowledged. Needs are our values, beliefs, fears, concerns, etc. Examples of needs would be respect, responsibility, professionalism, independence, fun, accountability, appreciation, recognition, acknowledgement, etc.
• There are no difficult people – they are just people who are displaying behaviour to indicate that they have not been able to have their needs met or recognized.
• It’s never about YOU, it’s about determining the unmet, unacknowledged needs of the other party.
• Conflict, in itself, is not a bad thing. Conflict is a natural and healthy process, necessary for making progress and dealing with change. The world may actually need more conflict, not less, if the appropriate skills are known and conflict can be managed productively.
• You may see conflict as “us” against “them”, but if you reframe conflict to “us” against “the problem”, resolution will be simple and mutual.
• The goal is not to end or eliminate conflict but simply to transform the way it is expressed from destructive forms such as aggression, bad behaviour and intolerance into constructive forms such as dialogue and negotiation.
• It’s not about being RIGHT, getting your way or convincing people. There is a big difference between dialogue (conversation between two or more persons) and debate (a contest in which opposing sides of a proposition are argued).
Michelle is a specialist in conflict resolution and works with employees and teams to lead them through conflict to creative solutions. One-on-one conflict coaching will allow you to see your situation in a different light and conflict training for staff will improve workplace dynamics. For additional information on Michelle's company, please follow this link to her website www.rea-agreements.com
• Conflict occurs when a person’s needs are not being met or acknowledged. Needs are our values, beliefs, fears, concerns, etc. Examples of needs would be respect, responsibility, professionalism, independence, fun, accountability, appreciation, recognition, acknowledgement, etc.
• There are no difficult people – they are just people who are displaying behaviour to indicate that they have not been able to have their needs met or recognized.
• It’s never about YOU, it’s about determining the unmet, unacknowledged needs of the other party.
• Conflict, in itself, is not a bad thing. Conflict is a natural and healthy process, necessary for making progress and dealing with change. The world may actually need more conflict, not less, if the appropriate skills are known and conflict can be managed productively.
• You may see conflict as “us” against “them”, but if you reframe conflict to “us” against “the problem”, resolution will be simple and mutual.
• The goal is not to end or eliminate conflict but simply to transform the way it is expressed from destructive forms such as aggression, bad behaviour and intolerance into constructive forms such as dialogue and negotiation.
• It’s not about being RIGHT, getting your way or convincing people. There is a big difference between dialogue (conversation between two or more persons) and debate (a contest in which opposing sides of a proposition are argued).
Tuesday, February 9, 2010
Lunch Meeting Summary: January 26, 2010
Happy New Year to everyone! The Calgary CM Think Tank started 2010 in fine form, with 18 members joining in a lively panel discussion. Thanks to Sonja Miles, Michelle Phaneuf and Blythe Butler for facilitating our table groups. Summaries of their groups' outputs are included below.
Be sure to join us on February 23 for our next meeting. Topic and speaker information will follow shortly. As always, feel free to post meeting topic and content suggestions to our LinkedIn discussion page:
Topic: Heads & Hearts - Logical vs Emotional Appeals to Change (Michelle Phaneuf, facilitator)
Most change requires us to deal with both Logical and Emotional
Decisions to make a change are usually based more in the logical aspect.
People affected by the change usually respond more to the emotional aspect.
Adjust your approach to change based on
Most people are not ready to hear the logic about the change until you acknowledge the emotion.
Commitment to change comes from the heart.
Need emotional buy-in from the people affected. Employees are often informed, but are they engaged?
People accept decisions on an emotional level, but rationalize it through logic.
Culture of the organization is important – a directive culture will tend to lean towards the logical appeal to change, while an open culture will have more success when dealing with the emotional aspects.
The ‘Sandwich Approach’ is when you deal with the emotional first, logic second and then go back to emotional aspects again. It will take multiple phases of this to occur before change is accepted.
What to do when resistance to change is apparent – don’t fight against it, find out what’s behind it.
Be flexible about having to change based on feedback from the ground up.
Provide other communication channels to allow silent (un-spoken) resistance through – blogs, etc.
Give control to the employees through coaching, listening, input, etc.
Consultant being brought in to implement change has to deal with a different dynamic than if change is implemented by employees. Consultant must be a facilitator and have excellent communication skills. Commitment from leadership is especially important when you are a consultant implementing change.
Topic: Generational Aspects of Change Management (Blythe Butler, facilitator)
Summary: Our initial discussion focused on whether generational differences factored into change initiatives in a material way. From there we moved into a discussion on organizational culture and the effect it has on change management and learning systems within the organization.
• There have always been differences between generations in terms of how people view and handle change. This not only depends on how people approach the change, but is also influenced by the change itself. Are the nature of the changes in today's environment any different than before?
• It is important to look at what values are in place within each generation: the culture in which we are raised has an effect on our values.
• How do organizations translate values into expectations? For instance: the younger generation in the workforce tends to want to be involved in strategic decisions at an early stage. This doesn't work with the 'old school', paternalistic view of many senior managers.
• Resource: Dr. Morris Massey: "What are you are is where you were when"
• It is also important to recognize that there can be a culture gap mixed in with generational gaps within a work force. i.e. new Canadians and younger/older mix.
• Being able to assess the generational and cultural gaps, as well as the overall corporate culture should be something that is addressed during on-boarding and orientation sessions. This would allow employees to have the language and the tacit permission to discuss any cultural or generational gaps from the outset and may mitigate resistance to change.
• Observation: There is no need to change instructional design to manage generational differences when it comes to specific task-based training.
• Perhaps the question is more about cultural differences vs. generational differences as the cultural aspect will be at the foundation of each generation.
Organizational Culture:
• The definition of an organizations culture needs to go back into the history of the organization - to its roots. This needs to be translated into a language and embedded in all aspects of the organization's activities. Culture can either support change or work against it.
• Organizational culture has to include:
◦ accountability structures (who is going to hold up the mirror to the organization?)
◦ transparency
◦ leadership behaviour
◦ knowledge of corporate history
◦ structures and systems to support the on-going integration of culture. i.e. link to performance management.
• Question: Can external consultants lead change management effectively? Does this vary between culture-based changes vs. project-based changes?
Topic: Accelerating Recovery after Organization Trauma e.g. mergers, layoffs, etc. (Sonja Miles, facilitator)
(also covered some Hearts & Heads content)
Internal Audience:
- consistent message to understand why the change needed to be made
- focused on front line teams
- people’s value to the organization is clarified; look at the org as a whole
- explain to people the change curve so that people understand the emotions they (their staff) are experiencing/going through
- try to keep leaders from jumping to doing instead of leading
External
- had to be careful about timing of when the change was communicated to customers
Approaches:
- Assess which groups/people are most effected
- Start early with transition education in workshops
- Make the change part of people’s objectives
- Make sure people understand the value they bring to the organization
- Senior team to be realistic that productivity may drop and that is it ok during the change timeframe
- Ask people about what they like/don’t like about the change
- Use Change Agents to speak/represent concerns for their group
- In recovery reset expectations
- Appeal to both head and heart
- Set expectations on time commitment
Heads & Hearts:
Q: Can you separate an audience to use a Head vs. Heart approach?
- May not want to do this as it is hard to split groups apart and also may look preferential
- Make sure that your messages have components of each
- Leader could analyze their teams to know how to best communicate change to their team. E.g., first ‘red’ (drivers) might help to lead the change
Approach – ‘Towards’ & ‘Away’ people
Towards people – describe where the org is going, benefits
Away people – talk about how to mitigate the pain
Ask stakeholders what they don’t like about the change (1 thing) – this may help to disarm people and make them aware that the project understands it is not all positive.
Be sure to join us on February 23 for our next meeting. Topic and speaker information will follow shortly. As always, feel free to post meeting topic and content suggestions to our LinkedIn discussion page:
Topic: Heads & Hearts - Logical vs Emotional Appeals to Change (Michelle Phaneuf, facilitator)
Most change requires us to deal with both Logical and Emotional
Decisions to make a change are usually based more in the logical aspect.
People affected by the change usually respond more to the emotional aspect.
Adjust your approach to change based on
Most people are not ready to hear the logic about the change until you acknowledge the emotion.
Commitment to change comes from the heart.
Need emotional buy-in from the people affected. Employees are often informed, but are they engaged?
People accept decisions on an emotional level, but rationalize it through logic.
Culture of the organization is important – a directive culture will tend to lean towards the logical appeal to change, while an open culture will have more success when dealing with the emotional aspects.
The ‘Sandwich Approach’ is when you deal with the emotional first, logic second and then go back to emotional aspects again. It will take multiple phases of this to occur before change is accepted.
What to do when resistance to change is apparent – don’t fight against it, find out what’s behind it.
Be flexible about having to change based on feedback from the ground up.
Provide other communication channels to allow silent (un-spoken) resistance through – blogs, etc.
Give control to the employees through coaching, listening, input, etc.
Consultant being brought in to implement change has to deal with a different dynamic than if change is implemented by employees. Consultant must be a facilitator and have excellent communication skills. Commitment from leadership is especially important when you are a consultant implementing change.
Topic: Generational Aspects of Change Management (Blythe Butler, facilitator)
Summary: Our initial discussion focused on whether generational differences factored into change initiatives in a material way. From there we moved into a discussion on organizational culture and the effect it has on change management and learning systems within the organization.
• There have always been differences between generations in terms of how people view and handle change. This not only depends on how people approach the change, but is also influenced by the change itself. Are the nature of the changes in today's environment any different than before?
• It is important to look at what values are in place within each generation: the culture in which we are raised has an effect on our values.
• How do organizations translate values into expectations? For instance: the younger generation in the workforce tends to want to be involved in strategic decisions at an early stage. This doesn't work with the 'old school', paternalistic view of many senior managers.
• Resource: Dr. Morris Massey: "What are you are is where you were when"
• It is also important to recognize that there can be a culture gap mixed in with generational gaps within a work force. i.e. new Canadians and younger/older mix.
• Being able to assess the generational and cultural gaps, as well as the overall corporate culture should be something that is addressed during on-boarding and orientation sessions. This would allow employees to have the language and the tacit permission to discuss any cultural or generational gaps from the outset and may mitigate resistance to change.
• Observation: There is no need to change instructional design to manage generational differences when it comes to specific task-based training.
• Perhaps the question is more about cultural differences vs. generational differences as the cultural aspect will be at the foundation of each generation.
Organizational Culture:
• The definition of an organizations culture needs to go back into the history of the organization - to its roots. This needs to be translated into a language and embedded in all aspects of the organization's activities. Culture can either support change or work against it.
• Organizational culture has to include:
◦ accountability structures (who is going to hold up the mirror to the organization?)
◦ transparency
◦ leadership behaviour
◦ knowledge of corporate history
◦ structures and systems to support the on-going integration of culture. i.e. link to performance management.
• Question: Can external consultants lead change management effectively? Does this vary between culture-based changes vs. project-based changes?
Topic: Accelerating Recovery after Organization Trauma e.g. mergers, layoffs, etc. (Sonja Miles, facilitator)
(also covered some Hearts & Heads content)
Internal Audience:
- consistent message to understand why the change needed to be made
- focused on front line teams
- people’s value to the organization is clarified; look at the org as a whole
- explain to people the change curve so that people understand the emotions they (their staff) are experiencing/going through
- try to keep leaders from jumping to doing instead of leading
External
- had to be careful about timing of when the change was communicated to customers
Approaches:
- Assess which groups/people are most effected
- Start early with transition education in workshops
- Make the change part of people’s objectives
- Make sure people understand the value they bring to the organization
- Senior team to be realistic that productivity may drop and that is it ok during the change timeframe
- Ask people about what they like/don’t like about the change
- Use Change Agents to speak/represent concerns for their group
- In recovery reset expectations
- Appeal to both head and heart
- Set expectations on time commitment
Heads & Hearts:
Q: Can you separate an audience to use a Head vs. Heart approach?
- May not want to do this as it is hard to split groups apart and also may look preferential
- Make sure that your messages have components of each
- Leader could analyze their teams to know how to best communicate change to their team. E.g., first ‘red’ (drivers) might help to lead the change
Approach – ‘Towards’ & ‘Away’ people
Towards people – describe where the org is going, benefits
Away people – talk about how to mitigate the pain
Ask stakeholders what they don’t like about the change (1 thing) – this may help to disarm people and make them aware that the project understands it is not all positive.
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