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Presenting
Change
Sustainability
September 2009 |
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Dear “Change”
Colleague,
Change
is suited for September – vacation season ends,
Labor Day festivities conclude, school starts up again,
etc. Read this issue for a quick “drive-by”
look at change through the following …
Change Tool – The 6D’s
Managing Resistance to Change
10
Tips for Changing Your Habits
For any questions or ideas about presenting change,
contact Campaign Consultation, Inc. through OnTheGo@CampaignConsultation.com
for more information. You can still access previous
issues of On-the-Go eTA by clicking on the back issues
at the bottom of the page.
Change
Tool - The 6D’s
Adapted
by Campaign Consultation, Inc., The 6D’s of Dynamic
Development were derived from the Appreciative Inquiry
processes developed at Case Western Reserve University.
The 6D’s build upon what assets exists in a community
rather than what is not present. In addition to focusing
on what assets a community, organization, program, etc.
has, the premise for the model’s success, is that
the “community” is actively engaged in the
6D’s to plan for its own change.
Phases within the 6 D’s of Dynamic Development include:
| 6
D’s |
How
They Work |
1.
Discover
|
Introduce
the 6D process and what happens at each phase. Under
the Discover phase, employ Asset Based Community
Assessment to determine what resources are available
for use within the reach of the community and its
members. Use structured interviews or informal group
discussions to discover strong existing strengths
and assets. Record results.
|
| 2.
Dream |
Review
the facts gathered from the Discover phase. The
community brainstorms about its hopes, expectations
and ideas. Encourage participants in these sessions
to envision the community at its best. Ward off
negativity … dream. Record the ideas.
|
| 3.
re-Discover |
Take
the Discover and Dream phases and do a re-Discover
of assets that already exist and how they might
jive with some dreams. Build vision consensus about
how what you would really like to see happen. Record
the result.
|
| 4.
Design |
Create
a community road map to change with members to reach
vision. This is an action plan for “what,
who and when” needs to be accomplished. Determine
the milestone by which victory is declared. Prepare
action plan and distribute to team.
|
| 5.
Develop |
Implement
the actions to create the desired change. This is
a critical time to keep people motivated. Action
members need to be contacted regularly through meetings
and individually to ensure everyone has what they
need to implement the action steps. Continue to
keep all teams informed on the vision progress.
|
| 6.
Deliver |
Continue
to deliver and then at the pre-determined time,
declare victory! Keep tabs on the project, organization,
etc. and evaluate its impact on reaching the desired
change. Make adjustments if necessary. Keep stakeholders
involved.
|
The 6D’s change process tool can be used over and
over again. Sometimes you can go through the first 4 phases
in one meeting and have the desired change delivered in
a week. Beyond process, the 6D’s sum up to action
and results to achieve impact. To show leadership volunteers
a graphic of the 6D’s for Dynamic Development, click
here.
To learn more about Appreciative Inquiry, go to Appreciative
Inquiry Commons at Case Western Reserve University.
Managing
Resistance to Change
When people have a chance to go through the 6D’s,
they’re bought into the vision at the beginning
and change isn’t as threatening. The setback for
a lot of change efforts is not getting buy-in from influential
champions at the inception of a concept. Seemingly fully-formed
ideas emerge from behind closed doors which are presented
to a community meeting and perceived as a final plan.
The community balks because their fears and even hopes
are not addressed.
During the Design action planning portion of the 6D’s,
it’s useful to also include strategies to manage
the normal resistance to change. Consider these realities.
- People like to be involved with a proposal
at the beginning.
If their opinion is not at least requested in the
planning stage, they will find fault and resist. Include
strategies to request information from as many people
as possible at the beginning. The community meeting
will go much more smoothly.
- Many people shy away from risk.
When you and other champions make a case for change,
be sure to address the risks and help settle some
fears. Use numbers and cite experts and other third
party endorsers when you can.
- Address loyalty to friends and the old way
of doing things.
If relationships and the feelings of loss because
things will be done differently, etc. are not addressed,
you will see resistance. People need to know that
they and their friends are respected – that
the old ways served a purpose.
- People want to be convinced with successful
examples for the new activity.
People become more comfortable with change when they
can see others have done it successfully and they
can see benefits of change in action. Or change may
need to happen in stages such as establishing a small
pilot program.
- May worry about ability to change skills
When making changes that require new skills, it is
important upfront to convince people that they are
valued and if they are open to learning, will not
be allowed to fail through skills training and support.
- People feel overwhelmed and fear that change
will create more work.
It is important to show early on that a change will
ultimately lessen the burden, improve the efficiency
of service, etc.
- There is lack of trust for leadership.
It is important to be transparent about the motivations
for change. Clearly address the focus is on the community
being served and there are no hidden political agendas.
Respect people’s fear of change, address it honestly
and your change initiative is that much closer to succeeding.
Click
here to read about one person’s challenge when
considering program change.
10
Tips for Changing Your Habits
Having
examined change in society, we thought a little focus
on helping the individual with their personal change by
replacing bad habits with good could be useful. Consider
the tips below when trying to break a bad habit and/or
establish a good one.
- Be proactive
This is the first habit to develop according to Steven
Covey’s 7 Habits of Highly Effective People.
Being proactive means taking responsibility for every
aspect of your life and making your own decisions
about what you will change.
- Weigh the benefits and disadvantages
Emotions play a part in making changes. Get clear
in your mind what the benefits are of making a change.
Ask yourself what you are getting from your habit.
Is it making your life easier or more difficult? What
habits would you like to develop and which ones would
you like to discard?
- Make a short-term commitment
Commit to managing habit change for an hour, a day,
or a month. Keep extending the commitment until it
no longer becomes a conscious effort. Applaud yourself
when you have successfully reached a milestone.
- Start now
Procrastination is a bad habit. Change it now. Waiting
until next month to stop smoking, lose weight or start
an exercise program only delays your potential success.
Click here to continue reading tips
for successfully changing habits.
Let
us know
Let
us know about your experience presenting change. Contact
OnTheGo@CampaignConsultation.com
We would be happy to answer questions or to give you
more support.
Thank you for your interest in On-The-Go eTA. We encourage
you to send this and other issues of OTG
eTA
to friends and colleagues who would benefit from the
information. Also, if you’re on information-overload,
you may request email
removal.
Otherwise OTG e-TA will be back soon with another edition.
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10
Tips for Changing Your Habits (cont.)
- Write the new habit down
Commit your resolve to change on paper and then post it
where you can see it as a reminder.
- Tell a friend
Enlist support for your change. The accountability will
motivate you and you will not want to let down a friend.
Your friend’s encouragement will keep your commitment
to change at a high priority.
- Avoid danger zones
Do your best to avoid temptation. Don’t stock your
refrigerator with “just in case I need it” treats
if you are trying to lose weight or save money. Don’t
“sleep in just this once” if you are trying
start a morning exercise program.
- Find ways to reward small successes
Post a visual reminder that you have reached a milestone.
Toast yourself with a friend. If spending money is not a
habit you are trying to break, then make a small purchase
that is meaningful, such as a book or personal item.
- Look for role models
Talk to people who you know who have successfully made changes
in their lives, even if they are not the exact changes you
are trying to make. They are usually happy to share their
tips for success. Spend time with people who live or work
the way you want to live. Good habits can become contagious
and before you know it, you’ve taken on the changes
you want.
- You don’t have to be perfect
Most big changes aren’t going to happen without some
stumbling. Starting over and perseverance are usually necessary
to develop good change and eliminate bad habits.
Good luck making change in your life!
Resources
eOrganizer
eOrganizer is an interactive clearinghouse for the latest
and greatest web instruments of change. This GIZMO shows you
how to maximize free and inexpensive online tools and resources
to mobilize people around issues and within organizations.
Structured around eight categories important to community
organizing, it offers descriptions and provides access to
many of the most current web arenas and strategies for bringing
groups together to create community change.
http://www.campaignconsultation.com/GIZMOs/eorganizer/index.html
The National ASK (Awareness, Skills, Knowledge) to Sustain
Institute, sponsored by Corporation for National and
Community Service, provided by Campaign Consultation, Inc.
1998, 2002.
The CNCS Resources Now! National Institute, sponsored
by Corporation for National and Community Service, provided
by Campaign Consultation, Inc. 2005-07.
Learning
Products and Services
Sustainability:
OntheGo@CampaignConsultation.com is designed to give
information fast on building capacity. Use this online support
for advice from a fundraising professional.
Contact OntheGo@CampaignConsultation.com
VISTA Campus:
VISTA Campus is an online learning environment for
the VISTA community. The aim is to support you in your development
throughout and beyond your VISTA service. The Campus includes
self-paced tutorials and courses, reference materials, discussion
boards, a campus bookstore and more to help improve your
skills and connect with other VISTAs. To access the site,
go to http://vistacampus.org
and select the “VISTAs” option. You will need
to create an account to access the content and discussion
boards.
GIZMOs:
(Giving Information for Zooming Mission Objectives)
GIZMOS are resource and fund development tools for you and
your volunteers. They are tangible products in packets,
pocket brochures, CD-ROMs, games, etc. They feature a myriad
of fundraising topics such as The Case for Support, an interactive
online resource. View and use our newest GIZMOs at www.CampaignConsultation.com/gizmosplash
The
Chronicle of Philanthropy:
Everyone who comes to a Resources Now! National Institute
gets a free subscription to the Chronicle for a year. Participants
in CNCS Campaign Consultation workshops receive the latest
issue free of charge plus a $20 discount on one year’s
subscription.
Workshops/Clinics:
The Corporation for National and Community
Service (CNCS), through its T/TA service provider Campaign
Consultation, Inc., offers a three-hour workshops and clinics
for those interested.
WebWizard:
CNCS sponsors this new service that
Campaign Consultation provides to assist programs and projects
in maximizing their websites for program, client, volunteer
and fundraising needs.
Online
Courses/Webinars:
Web course delivery of topics pertinent to resource
development such as — Build Fundraising Volunteer
Champions and Cause Related Marketing and
Corporate Partnerships.
Available
through the Resource Center at http://www.nationalserviceresources.org
Read
Back Issues of OTG e-TA
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