The previous episode was recorded on February 11th, and since the additional events of the past week and weekend, there were a few more things to add to the episode from this week. 

We continue to wrestle with an extremely negative outcome of change in society, and there are ways to come out of this.  However, there is no freedom without accountability or responsibility.  Empathy and accountability have to go hand-in-hand as we move forward, and leadership needs to be present and hold people accountable. This is not easy.

This goes to the edge of my practice in change, and for this episode specifically, I've included more resources for your consideration in the show notes.  You can find them here at: https://www.connectedchange.com

Videos of this podcast with fully edited captions, available within a day of posting, are here:  https://www.youtube.com/channel/UCtV5wKa8NZbwplNtBaVdEog

show notes:  www.connectedchange.com

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And we want it back

"When you're accustomed to privilege, equality feels like oppression".  The pandemic has been a change that has happened to us, and with that comes a feeling of a loss of power. When a crisis prompts a change, unexpectedly, there is a danger that this loss of power and control can manifest in very negative responses to change.  Understanding power dynamics, who gains and loses power,  and how to use a change impact assessment to plan a path through change helps to navigate this effectively.  As humans we have emotional responses to change, and being able to move through a negative emotional state is key to navigating change effectively and hearing another person's fear is a deeply humanizing experience.

More equality is better for everyone. At the end of the day, it's not a negotiation. We can't go back.

show notes:  www.connectedchange.com

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We all want to implement change that seems to ignite a spark and start an unstoppable fire within our communities and organizations.  Going Viral is what it feels like when a change builds up momentum, excitement and effort in the first stage and gathers speed as it impacts more and more people.  Tying the ideas of the Technology Adoption Curve, Crossing the Chasm and Tipping Point Change Influencers, we learn more about how bringing together the champions, critical innovators and early adopters will create the ideal circumstances to start the unstoppable wave of a big change.

show notes:  www.connectedchange.com

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Change Champions -- who are these magical people?  This week, we dive into who change champions are, and how they can help hasten the adoption of change.  We walk through the three main character types we see in organizational change, how they help us and how to find them. 

show notes:  www.connectedchange.com

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What does technology adoption have to do with change? We often use the technology adoption bell curve to talk about how change actually works and happens in groups of people. One of the most important factors to why it works is the level of power and influence that your change leaders and stakeholders have. We talk about change champions, and the specific types of influencers that you’re looking for, the idea of “crossing the chasm”, and the only time that you can consider using negative incentives for change, and the risks and rewards of negative incentives.

show notes:  www.connectedchange.com

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Change resistance is one of the most misunderstood aspects of change and one of the most difficult to manage well.  Resistance will show up in every change effort, even though people are often surprised by it! While many change models and approaches in the popular literature tackle resistance head on, we do this very differently.  In fact, managing resistance is a numbers game, and spending to much time on the loudest, but smallest cohort of change stakeholders will undermine the effort entirely. So what happens if you don't "manage" resistance?  We discuss how the bell curve and the diffusion of innovation model plays a role in understanding and working with resistance, and how personal choice and autonomy is an important factor in tackling even the most resistant stakeholders.

show notes:  www.connectedchange.com

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One of the biggest roadblocks encountered in change efforts is change fatigue. Change fatigue can happen at various points and can show up unexpectedly at the end of a transformative or profound change. In present day society after 2 years of a pandemic we are all experiencing a state of change fatigue. This experience can help us become better change leaders and learn how to manage change fatigue and help the people we lead move forward effectively.

show notes:  www.connectedchange.com

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When we're leading change, we are in control of our own response and outcomes. When change happens to us, it involves a sense of loss.  When we experience unexpected or unwanted change that happens to us, we are left grappling with feelings of loss, and grief.  The five stages of grief by Elizabeth Kubler-Ross is an oft-cited and poorly understood framework in change.  We discuss the additional sixth stage (added by David Kessler in his groundbreaking work) and how this framework applies to change theory and practice.  We discuss why loss and grief isn't linear and why groups of people don't always align on the stage they are experiencing and importantly, how to help others move forward by finding meaning.

show notes:  www.connectedchange.com

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What has the last two years of the pandemic taught us, and how can we use these experiences to become better change leaders? Reflections on the lessons of our current circumstances, and the role of empathy in effective change leadership.

show notes:  www.connectedchange.com

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Introducing Change Course, the podcast from the founder and principal of Charthouse Advisory Services, Natalia Lobach.  In her experience as a change leader and as a sailboat captain, Natalia draws links between change practice and what this looks and feels like in our modern world. She helps you become a more effective change leader when you're tasked with making big transformative change happen. 

show notes:  www.connectedchange.com

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