Change Management

Youll never
What is it? get me up on
one of those
What are the barriers to change? butterfly
things.
How can you help?
Change strategy
People are different

Why do you think the caterpillar does not want to be a butterfly?

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there are many different responses and answers, including:
Caterpillars have no need to fly. They Risk avoidance is normal.
are well-grounded! Change is often actively resisted.
Caterpillars can eat anything green Change is inevitable.
and find food everywhere. Caterpillars don't like wings.
Butterflies are a stage beyond Caterpillars must hate flying since
caterpillars. they don't try.
Butterflies have to fly to get There is a need for vision and
anywhere. Caterpillars can crawl and perspective -- we're all on a journey.
climb.
It's easier for butterflies to develop Caterpillars focus only on eating and
perspective than caterpillars. survival.
We can attempt to resist and suffer Butterflies get blown around by the
the stress and difficulties. wind and caterpillars can drag their
feet!
You have to stop being a caterpillar in Metamorphosis is an uncontrollable
order to become a butterfly. process with an unclear result.
Change is not always a conscious Metamorphosis is a dark, damp,
decision. Change will occur, inevitably. confined place, so I'm scared!
We can choose to be active and my favorite answer:
participants in change. Or not, maybe. I'll NEVER be a butterfly; My
We go through stages of development mother was a moth.
and butterflies are one stage closer
to death.
Teaching the caterpillar to fly S. J. Simmerman
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Quick: You work for an organization that is
spending millions of dollars on a very important
new process that will completely change how
you work, and who you work with and require
you to think about your job in a totally new way!
The success of the company depends on you
and your co-workers.
Go knock em dead tiger!

- Catherine Rezak The Alignment Factor

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 Thoughtable Quotes

Nestle executive in a 2002 interview with CIO magazine the executive

summarized what the company had learned.
No major software implementation is really about software. Its about
change management When you move to SAP, you are changing the
way people work You are challenging principles, their beliefs and the
way they have done things for many years

Jon Madonna, CEO KPMG Marwick in Jumping the Curve

Nothing stops an organization faster than people who believe that the
way they work yesterday is the best way to work tomorrow. To succeed,
not only do your people have to change the way they act, theyve got to
change the way they think about the past.

Niccolo Machiavelli The Prince 1532

There is nothing more difficult to take in hand, more perilous to conduct,
or more uncertain in its success, than to take the lead in the introduction
of a new order of things.

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 Quality of the Change Initiative

X Alignment of People

= Results

Michael Fischer; Kimberly Clark

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 Change Management
A planned approach to integrating change which includes formal
processes for assessing the impact of the change on both the
people it affects and the way they do their jobs.
Application of techniques to gain acceptance and understanding
of the change and change behavior to take advantage of the new
functionality.
Change is the interplay among various forces that are involved in
growing something new. Deep change comes only through real
growth through learning and unlearning.
70% of all change initiatives fail due to failure to address human
component of change. HBR by Michael Beer & Nitin Nohria

True stability results when presumed order and disorder are balanced.
A truly stable system expects the unexpected and is prepared to be disrupted,
wants to be transformed. Tom Robbins
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Implementation of large scale business transformation initiatives, like
SAP, by nature result in significant and fundamental change...
How people do their jobs changes
What the job, work content is may change
Who people work with and report to may change
The tools (systems, reports, etc.) of the job and how people interface
with them change
Implementing the initiative requires additional, unfamiliar work, maybe in
unfamiliar locations
New skills, behaviors will be required
Employee assignment
Controls (over process and information) will change
How information is provided, accessed, and shared will change

CHANGE MANAGEMENT Helps Determines How People Will React

To These Changes, And Therefore, The Ultimate Success Of The
Transformation of the VISION, KNOWLEDGE, & RESPONSIBILITY
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 Phase Description

Shock and Surprise Confrontation with unexpected situations. This can happen by accident (e.g. losses in particular
business units) or planned events (e.g. workshops for personal development and team
performance improvement). These situations make people realize that their own patterns of
doing things are not suitable for new conditions any more. Thus, their perceived own
competence decreases.

Denial and Refusal People activate values as support for their conviction that change is not necessary. Hence, they
Phases of Change

believe there is no need for change; their perceived competency increases again.

Rational People realize the need for change. According to this insight, their perceived competence
Understanding decreases again. People focus on finding short term solutions, thus they only cure symptoms.
There is no willingness to change own patterns of behavior.

Emotional This phase, which is also called crisis is the most important one. Only if management succeeds
Acceptance to create a willingness for changing values, beliefs, and behaviors, the organization will be
able to exploit their real potentials. In the worst case, however, change processes will be
stopped or slowed down here.

Exercising and The new acceptance of change creates a new willingness for learning. People start to try new
Learning behaviors and processes. They will experience success and failure during this phase. It is the
change managers task to create some early wins (e.g. by starting with easier projects). This
will lead to an increase in peoples perceived own competence.

Realisation. People gather more information by learning and exercising. This knowledge has a feedback-effect.
People understand which behavior is effective in which situation. This, in turn, opens up their
minds for new experiences. These extended patterns of behavior increase organizational
flexibility. Perceived competency has reached a higher level than prior to change.

Integration People totally integrate their newly acquired patterns of thinking and acting. The new behaviors
become routine.

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 Phases of Change

Oliver Recklies

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 Moving beyond the barriers to change
1. Expect resistance 10. Take care of the me issues
2. Remember the 20-50-30 rule 11. Alter the reward system to
3. Get resistance out into the support change
open 12. Seek opportunities to involve
4. Choose opening moves your people
carefully 13. Over-communicate
5. Explain the rationale for 14. Make sure people have the
change know-how needed
6. Provide a clear aiming point 15. Track behavior and measure
7. Promise problems the results
8. Beware of bureaucracy 16. Outrun the resisters
9. Wear your commitment on
your sleeve
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Price Pritchett; Resistance Moving beyond the barriers to change 1996 J. Sommer 2004
 J. M. Jurans Analogy

Juran likens the team to the bee crashing into the

window over and over again until it falls from
exhaustion.
Resistance to a project can be invisible unless they
are sensitized to the existence of a cultural pattern.

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 Expect Resistance
Resistance is the common side effect of change.
It has been said people do not resist change, they resist
being changed.
What complicates the picture is that different individuals
and groups react in different ways at the same time to the
same change.
Change triggers the organizations immune system sort
of like antibodies. Resistance can be valuable by
defending the health of the organization and individuals.
But it can also cause problems. Resistance is a very
reliable barometer to measure the impact of change, but
not a good gauge of how appropriate the change may be.
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 Change
20-50-30 Rule
Resister Friendly
30% 20%

Fence
Sitter
50%

Generally time is best spent trying to woo the fence

sitters, BUT you must manage the Resisters.
Never presume you must have buy-in from everyone
before moving forward. For some, buy-in will only
come later (if at all) after the results are in which
prove the change was both appropriate and
successful.
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 Categories of resisters
Understand who are the roadblocks to change
1. Those who call attention to themselves high profile
in their resistance. Make most noise generally
smallest group.
2. Moderates. Some disguise it to be politically correct.
Normally largest group.
3. Undercover. Resist on the sly, subversive resistance
many time through others. The most dangerous type.
They demonstrate signs of passive resistance with
stronger undertones.

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 Enthusiasm
Spectrum of Possible Behavior Toward Change

Cooperation
Acceptance Cooperation under pressure
Acceptance
Passive resignation
Indifference Indifference
Apathy; loss of interest in the job
Doing only what is ordered
Regressive behavior
Passive Resistance
Non-learning
Protests
Working to rule
Doing as little as possible
Active Resistance
Slowing down
Personal withdrawal (increase time off)
Committing errors
Spoilage
Deliberate sabotage
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Arnold S. Judson, Changing Behavior in Organizations: Minimizing Resistance to Change
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 Resistance guidelines
Always make it safe and easy for people to open up
Operate from premise that people resist for what they
consider good reasons. Evaluate the legitimacy, understand
the reasons.
Get beyond superficial answers to the true issues (root cause
Ask the 5 Whys)
Try to understand their position, most resist for good reasons
Listen to them, they may really be an ally and prevent you
from doing something dumb.
Treating resisters with respect and dignity may alone keep
resistance from escalating.
Discounting it gives them the feeling they must fight.
Disallowing it will drive it underground.

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 Choose your opening moves carefully
Subtle approach - change quietly and gradually
under the radar
Middle of the Road - slow start then accelerate.
Bold & Dramatic to shock the organization and
overcome inertia.
Know your organization and people.
Opening move is crucial.
The way you start says a lot about the way you finish.
Wrong initial messages can cause irreparable harm.

Need to help people pass through the transition phase and

convert initial emotions into positive ones of hope, motivation
and enthusiasm.
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 Explain the rationale for change
Resistance is rooted in lack of understanding
Give Vision, objectivity & perspective
Give them the logic that is driving the change
The change should tie to business, departmental,
personal objectives.
Dont expect everyone to get it if you explain it only
once or twice
Breaking form for the sake of breaking form is only an
empty gesture unless the context, the stuff inside the form is
intrinsically special and unique.
- The Republic of Tea

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 Provide a clear aiming point
Well defined and understandable goals
Provide a clear map, a picture of the future that is
clear not fuzzy
Aiming point should be desirable for the business
and people. Needs a good marketing campaign.
Change needs to be purposeful for people to commit
Change should be a bridge to the Vision

If you don't know where you are going, you might wind up
someplace else.
- Yogi Berra

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 Promise problems uncomfortable transition
"In the transition from being a caterpillar to becoming a butterfly, for a
time you're nothing more than a yellow, gooey sticky mess."

Resistance spikes when issues arise

During the sales pitch of the project
be honest about what is coming
Create a project Warning Label
Better chance handling problem
if known ahead of time
Attitude turn lemons into lemonade
can do approach to handling problems
Everyone is either part of the problem
or part of the solution be part of the solution
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 Beware of bureaucracy
resisters are not only people
Bureaucracy is politics, systems, processes; anything
that bogs down the organization.
Its primary virtue is to stabilize, providing structure.
It can have a habit of reproducing itself without
removing out dated bureaucracy.
Encourages doing things the same as always.
Beware of informal networks.
We cannot become what we want to be by remaining what we are.
- Max DePree
Things are this way because they got this way and unless things
change, things will continue to remain the same.
- Scott J. Simmerman
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Change attributes in conflict with bureaucracy
And after all, how would we know we were
Ambiguity, Uncertainty making any progress if things didnt go
Confusion Thump, Thump? - Scott J. Simmerman

Renegotiation of power Dont let the sound of your own wheels

drive you crazy The Eagles
Shifting roles and responsibilities
Elimination of Not Invented Here
Think out of the box
Solicit input, feedback
Go fast - decide and move forward

People will often resist change because they are comfortable with how things are,
right now. Goals are set based on the Square Wheels.

By identifying Square Wheels and Round Wheels, we increase discomfort with the
way things are and we make change more likely. Risk comes from not changing. We
need to make the round wheels useful.

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 Wear commitment on your sleeve
People will test the limits looking to find their own proof of how
serious you are about the change.
Once you have settled on a course of action you must be obvious,
passionate and determined to follow through.
EFFECT (to bring about or execute) not just AFFECT (to influence)

Which is really committed to breakfast?

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 Take care of me issues
People want to know how it will affect me
Toughest thing to deal with is not knowing
Lack of adequate communication results in rumors
and increased number of resisters
People instinctively start to resist change when they
cant draw a bead on whats about to happen to them
Initial emotions are fear, denial, shock, resentment,
stress, cynicism over latest flavor-of-the-month
program, negative prior experience of similar project,
etc.
Theres nothing Im afraid of like scared people
- Robert Frost
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 Team Lessons from Geese V Formation
In the fall when you see geese heading south for the winter flying along in the "V"
formation, it has been learned that as each bird flaps its wings, it creates an uplift for the
bird immediately following. By flying in a "V" formation, the whole flock adds at least 71%
greater flying range than if each bird flew on its own.

Encourage them to learn from the V-team.

- Agree on the goal.
- Work as a team. Dont create drag.
- Be willing to help others.
- Be willing to get help from others.
- Do all you can with your talents, knowledge and abilities.
- Be willing to lead.
- Be willing to let others lead.
- Honk to encourage each other.
- Stand by those who get sick or wounded along the way.

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 Alter reward system to support change
?Do people perceive they will lose in the change process?
?Will work be harder for a time, longer? More work?
?Initially will there be more job stress?
?Does hanging on to old habits make good sense to people?
?Are the compensation criteria aligned to the new or old system?

Give people eye-catching reasons to do things differently.

Pass out psychological paychecks (praise, honor,
attention, awards, etc.) to supporters.
Consider if negative reinforcement is needed for
those fighting the change.
Make it visible.

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 Seek opportunities to involve people
Change is more likely to be accepted if we dont think
it is being forced upon us without representation
Look for opportunities to involve people, for them to
have a role
However; Change by committee gets clumsy. Dont
want to set the false expectation that all must agree or
all must have input before the change will occur.
The good news is if they see representative
involvement and are given proper communication,
their concerns are more likely to be addressed

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 Active Making and implementing decisions
Part of Decision
Spectrum of Participation in the Desired State

Making Process Task assignments with accountability

Formulating proposed plans and solutions to problems
Part of Planning Planning groups
and Design Task forces
Analysis of problems and alternatives
Task forces
Formally established councils or committees
Input to Planning Group suggestions and recommendations
and Design Formally established councils or committees
Informal groups
Individual suggestions
Face to face discussions of problems
Consultation Input Face to face invitations to voice opinions
Electronic exchanges
Attendance at briefings
Inclusion
Inclusion on distribution lists
Passive Read project communications
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Arnold S. Judson, Changing Behavior in Organizations: Minimizing Resistance to Change 28 J. Sommer 2004
 Over Communicate
Somebody once said; The more unpleasant the
message the more effort should go into
communication
Failure to communicate will fuel the rumor mill.

Multiple modes of communication

Multiple types of communication
Frequent and consistent messages
Listen, provide a means to have a two-way street
A direct correlation between quality of communication
and resistance

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Make sure people have the know-how needed
What do people do most when they dont know what to do?
What looks like obstinacy or lack of cooperation on the part of your
people may prove to be a simple lack of know-how.
Fears of becoming obsolete, unclear expectations, inability to perform
to prior levels, failure.
They may decide it is best to do nothing as opposed to doing
something wrong.
May find what they think is short cut and instead harm another part of
the process.

Tell me and I forget, Learning not

Show me and I remember, Training
Involve me and I learn.
- Anonymous
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 Experiential Learning Process
Vision, Big picture
Learner driven, team based
Build insight
Allow time for reflection& internalization
Mistakes are a tool for learning
Nurture new mental models

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 Track behavior and measure results
Major change efforts require monitoring. Things go wrong and
unexpected situations develop. Be flexible, adaptable, responsive.
Some resistance is telling you the game plan has flaws. Other resistance
is a hindrance to the success of the project. You need to differentiate.
Need to track:
Time tables
Deliverables
Uncooperativeness
Attitudes
Destructive Criticism
Drifting off course or regressing back to old ways
Circumventing system in place with back room processes.

"It is a bad plan that admits of no modification."

Publilius Syrus First Century BC

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 Outrun the resisters
Resisters rely on a strategy of delay. They hate fast. They hope
slow turns into stop.

Evan after the decision has been made they want to sit down, talk
things over, weigh risks againagain, consider other options,
ruminate over what might possibly go wrong and value
deliberation.

In todays business slow change doesnt have a very high success

rate. There are far more failures from going too slowly that from
exceeding some imaginary speed limit.

It gets late early out there Yogi Berra

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 How can you help?

Everyone who is part of implementing the

change management process is a Change
Agent (seed carriers).

The next slide illustrates the desirable

characteristics for a change agent.

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 Change Agents

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 The Blue Hat is used to manage the thinking process. It's the control
mechanism that ensures the Six Thinking Hats guidelines are
observed.
The Green Hat focuses on creativity; the possibilities, alternatives,
and new ideas. It's an opportunity to express new concepts and new
perceptions.
The Red Hat signifies feelings, hunches and intuition. When using
this hat you can express emotions and feelings and share fears,
likes, dislikes, loves, and hates.
The Yellow Hat symbolizes brightness and optimism. Under this hat
you explore the positives and probe for value and benefit
The White Hat calls for information known or needed. "The facts, just
the facts.
The Black Hat is judgment - the devil's advocate or why something
may not work. Spot the difficulties and dangers; where things might
go wrong. Probably the most powerful and useful of the Hats but a
problem if overused.

A process to engage people in a constructive manner to creatively solve problems

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 MANAGING CHANGE

PREPARING for CHANGE IMPLEMENTING CHANGE

(Awareness & Desire):
Why do we need to change?
What is the present state like?
What is the future state like?
What is going to change?
P How will affect me?
What are our risks/problems?
R skills and abilities?
Who are the resistors?
E
What will be the keys to
S success?
E
N
T
S Vision, Big picture
Clear understanding of the need
T Learner driver, team based
for change
A Quality of leadership
Commitment of Sponsors
T Clear vision of future & Strategy
E Change Structure
CEMENTING the CHANGES
(Knowledge & Ability):
(Reinforcement):
What is our change process? Monitor behavior & results
How do we involve people?
How do we best internalize Implement reward system
Have all concerns been surfaced
changes? and addressed?
How do we best use our change
levers? Are the sponsors champions of
the project?
How do we position change as a
opportunity?
Is the 2-way communication
How do we implement new roles, system working effectively? F
Are the 6 Thikning Hat principles
being used? U
How do we minimize the
Is the learning system effective?
negative impact to people and
Is the organization ready? T
business?
U
R
CHANGE LEVERS E
TRAINING
S
Effective 2 way communication T
Measurement systems
Build insight
A
Allow time for reflection&
Infrastructure aligned
Reward systems aligned T
internalization
Organizational structure aligned
Mistakes are a tool for learning E
Nurture new mental models
Skill of change agents

MAXIMS TO LIVE BY

Communicate, communicate, communicate Think outside the box, experiment

Continuous improvement is key to success Copyright Create ownership and involvement
Richard M. DiGeorgio
We'll keep trying until we get it right Modified by
Walk the talk
Invest in Quick Wins & Celebrate successes John Sommer Hold people accountable
Everyone is different, capitalize on it Utilize 6 Thinking Hats approach

MANAGING

CHANGE 37
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 Vision Executive Sponsor
Change Management Roles for Software Implementation

Change Management Teams

Executive Committee Rationale Champion
Action Plans
Support Issue Resolution
Timely Decisions
Communication

Project Positive Reinforcement

Project Communication Communication
Management

Configur
Design e
Core Team

Test Train

Field Team

Users Integrate the change

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 Working the people component
change is about people
We need to understand the people in order to implement an
effective strategy of change management.

The next set of slides focus on understanding personality

types. There are various methods to determine a persons
personality type. I present one, PCM, in this presentation.

The objective is to increase the awareness of differences and

complexities of people. While it is great to know everyones
type in order to best understand how to interact, gaining a
better understanding of yourself will also be of tremendous
benefit.

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"If you want them to listen to what you say, talk their language."
Taibi Kahler, Ph.D.
The Process Communication Model (PCM) provides a reliable and
validated method of identifying and understanding personality
structures, life passages, and communication dynamics. Based on a
scientific awardwinning clinical discovery PCM has been researched
through thirty years and experienced by half a million people on five
continents in such applications as sales, business, education, politics,
religion, medicine, parenting, and personal relationships.
Individual personality structure is comprised of six, separate and
mutually exclusive behavior types, called Workaholic, Reactor,
Persister, Rebel, Dreamer, and Promoter. Likened to a six-floored
condominium, personality structure is ordered, indicating the relative
amount of time a person experiences and demonstrates the behaviors
of a given type floor.

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 PCM Example

Promoter

Rebel

Dreamer

current Persistor

base Workaholic

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 PCM Demographics
80
70
60
50
% 40
30
20
10
0
Female Male Total Pop

Workaholic Reactor Persister Dreamer Rebel

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WORKAHOLIC PERSONALITY
Perception: Thinks first; identifies and categorizes
people and things.
Character strengths: Logical, responsible and
organized.
Examples: Mr. Spock, Des Cartes, Jonathan Hart,
HAL, Emily Bronte, George Washington Carver, Joan
Crawford, Joe Friday
% of U.S. Population: 25%; 25% are female, 75%
are male.
Facial Expressions: Horizontal lines on the forehead.
Office/Home: Organized, functional, orderly,
contemporary; Awards, certificates, plaques
displayed. Everything in its place.
Traits: Ability to think logically; takes in facts and
ideas and synthesize them.
Management Style: Democratic
Channels of Communication: Requestive
DREAMER PERSONALITY
Perception: Reflections; is motivated externally
Character strengths: Imaginative, reflective and calm.
Examples: Clark Kent, Charlie Brown, Gary Cooper,
Radar ORiley, Forrest Gump, Greta Garbo, Albert
Einstein
% of U.S. Population: 10%; 60% are female, 40% are
male.
Facial Expressions: Smooth face, few lines even with
age.
Office/Home: A place to work or live, plain, rustic, no
frills; environment is not that important.
Traits: Ability to be introspective; works well with
things, tasks. Usually very adept with work requiring
hand skill.
Management Style: Autocratic (receives)
Channels of Communication: Directive (receives)
REACTOR PERSONALITY
Perception: Feels first; takes in people and things by
feeling about them.
Character strengths: Compassionate, sensitive and
warm.
Examples: E.T., Mr. Rogers, Jennifer Hart, Uncle
Remus, Dr. "Bones" McCoy, C3PO, Lassie, Dinah
Shore, Barney
% of U.S. Population: 30%; 75% are female, 25% are
male.
Facial Expressions: Half moon lines over the eyes
Office/Home: Cozy, soft, nest-like; plants, family
pictures, pleasant smells, comfortable furniture, soft
colors, soothing music.
Traits: Ability to nurture, be empathic and to give to
others. Good at creating harmony.
Management Style: Benevolent
Channels of Communication: Nurturative
REBEL PERSONALITY
Perception: Reacts to people and things with likes and
dislikes.
Character strengths: Spontaneous, creative and playful.
Examples: John Belushi, Dennis the Menace, James
Dean, Scarlett OHara, Hawkeye Pierce, Lucy, Snoopy,
Genie (in Aladdin)
% of U.S. Population: 20%; 60% are female, 40% are
male.
Facial Expressions: Smile lines around the eyes and
mouth.
Office/Home: Full of stimulation, posters, games, toys,
lights and sounds.
Traits: Ability to play and enjoy the present.
Management Style: Laissez Faire
Channels of Communication: Playful
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PERSISTER PERSONALITY
Perception: Judges first; evaluates people and things
with opinions.
Character strengths: Dedicated, observant and
conscientious
Examples: Martin Luther King, Mother Teresa, Madame
Curie, Superman, Florence Nightingale, Archie Bunker,
Eleanor Roosevelt.
% of U.S. Population: 10%; 25% are female, 75% are
male.
Facial Expressions: Furrows between the eyes.
Office/Home: Functional; traditional furniture, period
pieces, antiques or oriental motif.
Traits: Ability to give opinions, beliefs, judgments.
Management Style: Democratic
Channels of Communication: Requestive
PROMOTER PERSONALITY
Perception: Action oriented.
Character strengths: Adaptable, persuasive and
charming.
Examples: Tokyo Rose, P.T. Barnum, Errol Flynn,
Preston Tucker, James Bond, Snydley Whiplash,
Marco Polo, Calamity Jane
% of U.S. Population: 5%; 40% are female, 60% are
male.
Facial Expressions: Ruddy complexion. Uses
expressions to make a point.
Office/Home: Thick carpets, stuffed chairs, trophies,
blacks and reds.
Traits: Ability to be firm and direct.
Management Style: Autocratic
Channels of Communication: Directive
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J. Sommer 2004
WORKAHOLIC PERSONALITY PHASE
Psychological Needs: Requires being
recognized for thinking and for
accomplishments. "Good work," "Great idea,"
"A job well done." Requires time structure.
Wants to know deadlines.
Distress Sequences:
1st Degree: Expects self to be perfect. Doesnt
delegate well.
2nd Degree: Frustrated with people who dont
think clearly enough. Over controls with
criticisms about money, order, fairness or
cleanliness. (Im OK Youre not OK.)
3rd Degree: Rejects others: "They cant even
think."
DREAMER PERSONALITY PHASE
Psychological Needs: Requires having
private time and own space.
Distress Sequences:
1st Degree: Experiences having to be
strong. Spreads self too thin.
2nd Degree: Feels shy, inadequate,
embarrassed and withdraws. (Im not OK
Youre OK.)
3rd Degree: Gets left out: "Nobody told me
what to do."
REACTOR PERSONALITY PHASE
Psychological Needs: Requires being
recognized as a person. "I care about you,"
"Do you like me for me?" Requires an
environment that pampers the senses.
Distress sequences:
1st Degree: Over adapts and pleases others in
an attempt to be accepted.
2nd Degree: Feels confused, makes mistakes
or invites criticism. (Im not OKYoure OK.)
3rd Degree: Gets rejected: "I didnt feel
wanted."
REBEL PERSONALITY PHASE
Psychological Needs: Requires playful
contact. Enjoys humor. Likes stimulating
fun environment.
Distress Sequences:
1st Degree: Tries to understand or tries do
something. Invites others to think or do
the thinking for them. Delegates
inappropriately.
2nd Degree: Gets kicked, becomes angry,
and blames. (Im OKYoure not OK.)
3rd Degree: Gets censured: "Ill show
you."
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PERSISTER PERSONALITY PHASE
Psychological Needs: Requires
conviction/belief recognition. "I admire that
about you." "I value your opinion." Requires
work recognition. "Great job."
Distress Sequences:
1st Degree: Expects others to be perfect.
Focuses on what is wrong instead of what is
right.
2nd Degree: Frustrated with people who dont
share beliefs. Pushes beliefs (preaches at) or
crusades. Righteous and suspicious. (Im
OKYoure not OK.)
3rd Degree: Forsakes others: "They dont have
any commitment."
PROMOTER PERSONALITY PHASE
Psychological Needs: Requires incidence, a
great deal of excitement in a short period of
time.
Distress Sequences:
1st Degree: Expects others to fend for
themselves. Doesnt adequately support people.
2nd Degree: Bends or breaks the rules.
Vindictive. Manipulates with believing that the
end justifies the means. (Im OKYoure not
OK.)
3rd Degree: Abandons others: "Cant take it,
huh?"
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J. Sommer 2004
 Now go forth and teach others to fly
Go to the people
Learn from them
Love them
Start with what they know
Build on what they have
But of the best leaders
When their task is accomplished
Their work is done
The people will remark:
"We have done it ourselves."
2000 Year Old Chinese Poem

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45 J. Sommer 2004