LEADERSHIP DEVELOPMENT PROGAM 2013-2015

ACTIVITY REFLECTIVE SUMMARY

ACTIVITY: A B C D E F G H I J K L M N O P Q R S T U
ACTIVITY TOPIC: Review and Discussion of Leadership Resources
Switch: How to Change Things When Change is Hard; authors Heath,
C., & Health, D., (2010) February 16, 2015
PARTICIPANT: Jo Ann Baker
1. What were the significant learning points of this activity?
This was a very interesting project. Each LDP participant
presented an overview and key points of a leadership book they
read. I chose the book Switch: How to Change Things When
Change is Hard written by C. Health and D. Health (2010). This
book described the change agents and how to promote change
with a positive outlook. The authors described several scenarios
promoted aligning the workforce with the assigned task.
Each presentation provided different approaches with the
foundation for the approaches recommended. There were
similarities with many of the presentations, primarily suggesting
collaborative and respect with all levels of systems.
This is the synopsis of my book:
Switch: How to Change Things When Change is Hard
Chip and Dan Health (2010)
This book provides insight for those in the role of a change agent. It
provides guidance on how to change things when change is hard
through numerous scenarios and examples of approaches - and to be
on the same page with the emotional and rational side.
A profound chapter gives a list of 24 words of emotion and only 6 are
positive. That really made me step back and think.
The authors use the premise that we have two parts to us:
The emotional side or gut response (as they call it the Elephant),
and the

The rational side (the Rider). Noting that we often think that the
Rider controls the Elephant, but it is usually the other way
around.

The book is organized in three parts:

Direct the rider
Motivate the elephant , and
Shape the path
The book identifies ten things managers need to know:
1. our emotions can overwhelm our rational thought where we
may overanalyze and over think things
2. there are better ways to make a change than probably what
most think: one must set a goal to achieve a change. For
example.a person cant say, Hey I want to quit smoking soon
and it just happen, they must set a goal.
3. What looks like a people problem may very well be a situational
problem. The book describes change in several settings,
individual, organizational, and societal, noting that the for
change to occur, someone has to act differently.
4. What looks like laziness is often exhaustion-the authors describe
this as the elephant and the rider are on two different pages
most of the time and it is mind exhausting trying to convince the
Elephant.
5. The Rider part of our minds has many strengths- The authors
describe the rider as a planner and thinker, but they also can
spin their wheels with contemplation and analysisand the
analysis is targeting the problems.
6. We are all human but sometimes we tend to make the default
plan by looking at negative sides of the plan that may lead to
the first decision that may not be the best.
7. Make sure goals are reachable and specific- the authors suggest
taking small steps to achieve the big outcome. By taking the big
step initially, one may become overwhelmed and give up easily.
8. In highly successful change efforts, people find ways to help
others see the problems or solutions in ways that influence
emotions, not just thought. This is the analogy that the Rider
and the Elephant are working together- and change only works if
they do.
9. The gates of large goals are lined with small accomplishmentsthe authors suggest complimenting little steps towards goals (ei
in debt)
10.
Any new quest, even one that is ultimately successful, is
going to involve failure. One must facture in that there will be
failure along the path, not in the outcome but in the transition to
the outcome.

Several scenarios where described indicating behaviors of the driver

and the elephant. The authors suggest that we may need to tweak
the environment by looking at the situation just not the people
involved. They provide insight to leaders on how to change the
script.
Further key points include:
1. Direct the rider
a. This is further explained in several scenarios showing how
the Elephant disagrees with the rider making it challenging
for the Rider to go in the right path the heart and the
mind are on different paths. One example sighted in the
book is the person who wants to sets their alarm for 545 to
work out, but when the alarm goes off they prefer to stay
in bed, it is dark outside and snooze longer.
2. To direct the rider one must script the critical moves
3. Motivate the Elephant by shrinking the change, and
4. Shape the path by building a habit.
Find the bright spots
The authors also characterize the Rider as a thinker and a planner who
can plot a course, but also they have a tendency to spin wheels with
the analysis directed at problems rather that bright spots. Think about
this, you can recall an instance when a colleague agonized over a
negative outcome, but do you recall them spending time on what went
well? That is why leadership needs to direct the Rider and show them
where to go, how to act and what destination to achieve. This is where
it is essential to identify bright spots as this is carrot.
Script the Critical Moves
This chapter talks about decision paralysis. If there are more options,
it can hold us and make us go to the default plan. Example, patient
with hip pain and meds not helping surgeryor tries another med.
Point of destination
This chapter gives guidance on identifying a destination or goal and a
date that you want to accomplish it. It indicates that we need to make
reasonable goals that you can stay with and want to reachexample
1st graders. Or SMART goals (specific, measurable, actionable,
relevant, and timely).
Find the feeling
This chapter targets focusing ways to help others see problems or
solutions in ways that influence emotions, not just thoughts, targeting

both the Rider and the Elephant. The traditional way managers initially
address change is to focus on the strategy, structure, culture and
system trying to change behavior.
Shrink the change
To reach a goal we need to gain smaller ones in steps.(ei. Car wash
coupon book). With each step the Elephant starts to feel change and
building confidenceat the same time change is shrinking and the
elephant is growing.
Tweek the environment
Ei. Late for class close the door

Build habits
People are sensitive to environment.the norms and expectations. We
try to fit in with our environment. (ei. Opium/Vietnam)
Rally the herd
This chapter discusses situations about looking around to see what
others are doing verses what you think you should do in a particular
situation.---if someone is not sure of something or does not feel
comfortable, they tend to look at others for answers.
Keep the switch going
This chapter talks about taking step by step to reach a goal. It
reinforces that taking smaller steps will assist in getting further than
overwhelming those with giant steps. The authors emphasize the
importance of celebrating the first step. And by reworking who we
motivate change we can direct the Rider, motivate the Elephant, shape
the path and now the team or person is moving.

2. Which leadership characteristics was/were enhanced or learned

through this activity? Explain.
Has excellent interpersonal and communication skills - each
participant, including myself, provided an overview of the book
they read to provide inforamtion and promote interest for
additional reading resources. 6: Exhibits a strong sense of team

spirit - This was a team approach, as each of us read a book,

prepared and provided our presentation to the group.