Transcript MANAGING CHANGE - University of Virginia

th
36 Annual
OBTC 2009
From Good Teaching
to Good Learning
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Jim Clawson
Darden Graduate School of Business
University of Virginia
Developed by James Clawson
36 years! Long time! But …
Does experience lead to wisdom?
“Most people do not accumulate a body of
experience. Most people go through life undergoing a series of happenings which pass through
their systems undigested. Happenings become
experiences when they are digested, when they
are reflected on, related to general patterns, and
synthesized.”
Saul Alinsky, Rules for Radicals, quoted by Henry Mintzberg in “The Five Minds of a
Manager” HBR 11/03
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Our conference theme this year is
“From Good Teaching
to Good Learning”
What about your life?
Have you been a good learner?
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Happenings?
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Consider one life ….
 In 400 words or less
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I broke out of the grip of Catholicism and made it through adolescence without killing myself in a car. I
flunked out of college. I learned to play the guitar, lived on the beach, lived in the French Quarter,
finally got laid, and didn't go to Vietnam. I got back into school, started a band, got a job on Bourbon
Street, graduated from college, flunked my draft physical, broke up my band, and went out on the
road solo. I signed a record deal, got married, moved to Nashville, had my guitars stolen, bought a
Mercedes, worked at Billboard magazine, put out my first album, went broke, met Jerry Jeff Walker,
wrecked the Mercedes, got divorced, and moved to Key West. I sang and worked on a fishing boat,
went totally crazy, did a lot of dope, met the right girl, made another record, had a hit, bought a boat,
and sailed away to the Caribbean.
I started another band, worked the road, had my second and last hit, bought a house in Aspen,
started spending summers in New England, got married, broke my leg three times in one year, had a
baby girl, made more records, bought a bigger boat, and sailed away to St. Barts.
I got separated from the right girl, sold the boat, sold the house in Aspen, moved back to Key West,
worked the road, and made more records. I rented an apartment in Paris, went to Brazil for Carnival,
learned to fly, went into therapy, quit doing dope, bought my first seaplane, flew all over the
Caribbean, almost got a second divorce, moved to Malibu for more therapy, and got back with the
right girl.
I worked the road, moved back to Nashville, took off in an F-14 from an aircraft carrier, bought a
summer home on Long Island, had another baby girl. I found the perfect seaplane and moved back to
Florida. Cameron Marley joined me in the house of women. I built a home on Long Island, crashed
the perfect seaplane in Nantucket, lived through it thanks to Navy training, tried to slow down a little,
woke up one morning and I was looking at fifty, trying to figure out what comes next.
LOVES
MUSIC
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BREAKS
THINGS
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Life’s Lessons
Key Event
+5/-5
EXPERIENCE
MAKING
Lesson Taken Away
Adapted from Noel Tichy, The Leadership Engine
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Life’s Story
Chart of Emotions
+5
0
-5
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Patterns in Life’s Stories
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Jim’s Life’s Story
Chart of Emotions
+5
0
-5
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“Marriage
is bad.”
Happenings in your Life?
1. Pick a HAPPENING in your life
2. Turn to your neighbor
3. Explain it and what it taught you
that it became an experience?
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Another Experience, Another Lesson
“It ruined my life!”
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“A system left to its
own devices will
recreate itself.”
John Bradley, JPMC
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“It is not the strongest of the
species that survives, nor the most
intelligent that survives.
It is the one that is the most
adaptable to change.”
– Charles Darwin
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Types of Learning
Ken Bain, What the Best College Professors Do
 Superficial learning (facts and dates for receptions)
 Strategic Learning (instrumental--get me through
the exam)
 Deep Learning (reflection, thinking, world view
incorporation)
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Learning at What Level?
1. VISIBLE BEHAVIOR
2. Conscious Thought
3. Values, Assumptions, Beliefs, and
Expectations (VABEs)
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“A” Physics Students
 After the physics course was over and completed
 Assembled the “A” students
 Let me ask you what you believe about certain
phenomenon.
What if you swung a ball
on a rope and released it?
 E.g.
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The number one question in life?
Will you ever be anything more
than a vessel transmitting the genes
and memes (VABEs) of previous
generations on to the next?
Adapted from Mihalyi Csikszentmihalyi The Evolving Self
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Generational Effects: Shared VABEs
 Morris Massey The People Puzzle
Depression
Baby Boomers
Gen X
Gen Y
Millenials
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MILLENIALS??
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Can People Change?
If so, how?
If so, will they?
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Levels of Human Activity
HABITUAL?
1. Visible Behavior
2. Conscious Thought
3. VABEs (values, assumptions, beliefs,
and expectations)
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What is your most
persistent habit?
And how does it affect
your learning?
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How do people learn to change their
world views?
 Perhaps the central issue in today’s world.
 How does one create “expectation failures?”
 Can you/we facilitate the digestion of
educational happenings in order to help
create worldview changing experiences?
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Level Three
Approach
People learn best and most deeply when …
1.
2.
3.
4.
5.
6.
7.
They try to answer questions or solve
problems they find interesting, intriguing,
important, or beautiful;
They can try, fail, receive feedback, and
try again before anyone makes a judgment
of their work;
They can work collaboratively with other
learners struggling with the same
problems;
They face repeated challenges to their
existing fundamental paradigms;
They care that their existing paradigms do
not work;
They can get support (emotional, physical,
and intellectual) when they need it;
They feel in control of their own learning,
Developed
by James Clawson
not manipulated;
They believe that their work will be
considered fairly and honestly;
9. They believe that their work will
matter;
10. They believe that intelligence and
abilities are expandable, that if they
work hard, they will get better at it;
11. They believe other people have faith
in their ability to learn;
12. They believe that they can learn.
8.
Source: The Research Academy for University
Learning at Montclair State University –
Montclair, New Jersey
What
would you
like to learn
this week?
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That said, there’s an “issue” with
goals and achievement
orientation..
 Goals tend to set up a “problem
orientation” to life….
 How can problem solving be a
problem?
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Problems:
The Source of Change
“…the starting point of any effective change
effort is a clearly defined business problem.”
Beer, Eisenstadt, Spector—Why change programs don’t produce change. HBR
What problems do you SEE?
What kind of problem is strong enough to
motivate you to initiate change?
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The Structure of Problems:
Want-Got Gaps
1. Stakeholder
2. WANT
3. GOT
Gap?
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© James G. Clawson
The Problem with
Problem Solving: OSCILLATION
 Recognizing the problem leads to action to solve the
problem
  Leads to less intensity of the problem
  Leads to less action to solve the problem
  Leads to the problem remaining
 False sense of security: you know just what you are
supposed to do: find and solve problems. If you didn’t have
problems, what would you think about? How would you
spend your time?
 What drives the action is the intensity of the problem 
REACTIVE OSCILLATION.
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Structural Conflict leads to Oscillation
TENSION
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RESOLUTION
Hunger
Eat
Overweight
Diet
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Oscillation drains energy
Centralize
Customer
Organization
Grow
Acquire
Diversify
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Decentralize
Geography
Organization
Contract
Organic Sales
Stick to Knitting
“Problems” are Insolvable
“All of the greatest and most important problems of
life are fundamentally insoluble…they can never be
solved, but only outgrown. This “out growth” proved
on further investigation to require a new level of
consciousness. One higher or wider interest appeared
on the patient’s horizon, and through this broadening
of his or her outlook, the insoluble problem lost its
urgency. It was not solved logically in its own terms,
but faded when confronted with a new and stronger
life urge.”
-- Carl Jung
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The Path of
Least
Resistance
Robert Fritz
1984, 1989
Random House
Developed by James Clawson
Fritz’s Alternative:
Orient to the Creative Process
1. Describe accurately where you are
(Collins’ “confront the brutal facts”)
2. Make a vision of what you want to create with your
life/work.
Make sure it’s something you want so bad, you are
magnetically attracted to it.
3.
4.
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What do
Formally choose the result you want.
you
want
Move on (if you really want it, you will naturally ‘flow’ in
to create?
that direction.)
Developed by James Clawson
Be careful of the
“achievement orientation”
1.
2.
3.
4.
Energy
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Other dangers of the
achievement orientation:
Winning at any cost
Making the numbers is #1
Emerging hollowness
Character and ethical implications
But Jim!
It’s a results oriented world!!
What are you talking about?
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Does how you feel
affect your performance?
 How many times have you been asked by supervision
at work how you want to feel?
 How do you WANT to feel?
 The pervasive management assumption (VABE):
PWD WTHTD ROHTF
 I assert that this is a formula for mediocrity.
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THE RESONANCE MODEL
550 world class performers in 5 professions
dream
revisit
your
dream
preparation
obstacles
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The Relationship between
Dream and Preparation:
Vijay Singh, pro golfer
“Confidence doesn’t come from winning.
Winning comes from confidence. And
that confidence comes from hard work.”
- Vijay Singh, Golf Digest, “From the Gallery,” June 2005. Singh won nine tournaments in
2004, was ranked #1 in the world, and is known for his extraordinary practice regimen,
hours and hours a day.
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STAMINA: the preparation “problem”
dream
preparation
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Doug Newburg, PhD
Relationship between
stamina and the “dream”
“Even to this day I get a thrill out of just hitting
balls. Seeing the shot and then hitting the shot. If I
can hit the ball the way I want to hit it on the range,
I’d rather do that than play golf. I just love the
feeling of hitting good golf shots.”
- Vijay Singh, Golf Digest, April 2008, page 188.
What do you enjoy enough that you can
persist doing it just for the joy of doing it
regardless of result?
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Examples of Feel …
 Easy speed (Jeff Rouse)
 Playing to win at the highest level





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(Dawn Staley)
Out of my chest
Being at one with my
surroundings
Peaceful, satisfied, alive
Buoyant, connected mastery
Light, unhurried, and engaged.
The dangerous
“outside-in” nature of corporate goals.
100%
Assertiveness
OUTSIDE
50%
INSIDE
0%
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Fear of
Rejection
Focusing on Feel to Perform
Dave Scott
49, Six-time Ironman Hawaii Champion
“During a race, I never wear a wristwatch, and
my bike doesn’t have a speedometer. They’re
distractions.
All I work on is finding a rhythm that feels
strong and sticking to it.”
Outside, 9/03, p. 122
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Typical Reaction to Obstacles:
Getting stuck in the “Duty” Cycle
dream
preparation
s
obstacles
s
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The Resonance Model
Breaking through the SOS Barrier
dream
revisit
your
dream
preparation
obstacles
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What is “success?”
 Money?
 Fame?
 Power?
 “afterward, you want to do it again.”
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What’s the difference between
a “job” and “work?”
“I stopped loving golf at exactly the
time I decided to turn pro.”
- Tom Weiskopf , Golf, July 2004, p. 133
People pay me a lot of money to go away
from my family, stay in cheap motels, ride on
the bus all night, and eat rubber chicken. But
when the curtain goes up and the light on the
camera goes on, THAT I do for free.
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- Grammy winning musician
What’s your dominant thought on
your way into work in the morning?
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Going to a Job
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What happens when one crosses the
divide between choice and obligation?
CHOICE
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Energy?
Productivity?
Creativity?
Innovation
Engagement?
Commitment?
Buy-In?
OBLIGATION
Going to Work
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Wait a minute!!!
You gotta get goal ‘buy-in!’
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Buy-In
Buy-In Level
Motto
1. Passion
 Whatever it takes.
2. Engagement
 Do want you want.
3. Agreement
 Do what you should.
4. Compliance
 There’s always a way around it.
5. Apathy
 Whatever.
6. Passive Resistance  Oops.
7. Active Resistance
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 No way in hell.
Leadership /Instructional
Technique and Consequence
1. Level One Techniques:
Pay, rewards, punishments, threats, coercion,
intimidation
2. Level Two Techniques:
logic, data,
evidence, reason, statistics, charts, analysis
3. Level Three Techniques: vision,
purpose, values, stories, music, symbols, strategy,
TPOV
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BUY-IN
1.
2.
3.
4.
5.
6.
7.
Passion
Engagement
Agreement
Compliance
Apathy
Passive Resistance
Active Resistance
Resonance
is a question of
inward and outward harmony
I think that what we’re seeking is an
experience of being alive, so that our life
experiences on the purely physical plane
will have resonance with our innermost
being and reality, so that we actually feel
the rapture of being alive.
Joseph Campbell, The Power of Myth, 1988
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The Pursuit of Excellence
"Excellence is attained by those
who care more than others think is wise,
who risk more than others think is safe,
who dream more than others think is
practical.“
Bud Greenspan
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Five Key Questions
1. How do I want
to feel today?
5. What
are you
willing to
work for?
4. How can I
2. What does it take
get it back? RESONANCE to get that feeling?
3. What keeps me
from that feeling?
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THE PURPOSE OF LIFE
 Find Your Resonance
 Invest in Your Resonance
 Enjoy Your Resonance
 Help Others Find Their Resonance
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Uh, context, Jim?????
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The Importance of
Organizational Culture
“Culture eats strategy for
breakfast.”
Sign hanging in the Ford Motor Company’s Organizational Change War Room
“Culture isn’t just one aspect of the
game—it is the game.”
Louis V. Gerstner Jr., former CEO of IBM, Business Week, 2/12/07, p. 73)
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Problems at GM
“But in working for the largest company in the industry for so
long, they (“guys like Wagoner—smart, sincere, diligent—
modern day Eagle Scouts”) became comfortable, insular, selfreferential, and too wedded to the status quo—traits that
persist even now, when GM is on the precipice. They prefer
stability over conflict, continuity over disorder, and GM’s way
over anybody else’s. They believe that hard work will overcome
adversity, and that tomorrow will be better than today—despite
four decades of evidence to the contrary. In many ways the
story of General Motors since the 1960’s is a tale of accelerating
irrelevance.”
Alex Taylor III, Fortune, 12/8/08, p. 94.
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You are always teaching.
Every encounter between a superior and a subordinate involves learning of
some kind for the subordinate. (It should involve learning for the
superior, too, but that is another matter.) When the boss gives an order,
asks for a job to be done, reprimands, praises, conducts an appraisal
interview, deals with a mistake, holds a staff meeting, works with his
subordinates in solving a problem, gives a salary increase, discusses a
possible promotion, or takes any other action with subordinates, he is
teaching them something. The attitudes, the habits, the expectations of the
subordinate will be either reinforced or modified to some degree as a
result of every encounter with the boss. . .The day-by-day experience of the
job is so much more powerful that it tends to overshadow what the
individual may learn in other settings.
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Douglas MacGregor, The Human Side of Enterprise pp. 199-200
Developed by James Clawson
Can you change anything in the world
“out there” without changing yourself
first?
Society
Organization
Team
Self
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Change and Learning
In a world of change, learners will
inherit the earth, while the learned
shall find themselves perfectly suited
for a world that no longer exists.
Eric Hoffer, Ordeal of Change
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LEARNING FROM HAPPENINGS
"To most men, experience is like the
stern lights of a ship which illumine only
the track it has passed.”
--Samuel Taylor Coleridge
"Experience is not what happens to a
man, it is what a man does with what
happens to him."
--Aldous Huxley
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Will you (not can you) change?
 Will you ever become anything more than
a vessel transmitting the memes and genes
of previous generations on to the next?
 Will you rise above (transcend) your two
legacies (genetic and memetic/VABEs) and
lead others to do the same? If not, …
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Importance of Learning
The only real source of
competitive advantage
may be the capacity to
learn.
Arie de Geus, The Living Company
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Can you find a good haircut this
week?
Can you learn how to create
Japanese haircuts in the classroom?
When you learn something from
someone, take note and toss that
person a bone.
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