The Voices of the Staff Embracing Change Team created the Embracing Change Community of Practice that focuses on the opportunities and challenges of leading change at the University of Michigan. The team created a series of change sessions that showcase university change leaders, discuss challenging topics, and encourage the sharing of best practices. The following is a list of past presentations. Slides of the presentations and other resources are linked, if made available by the presenter. Presentations are listed in reverse-chronological order.
For information, or to be added to the mailing list to attend future sessions, please contact Amy Peters.
The Positive Leadership Game - Gretchen Spreitzer, Ross School of Business
Gretchen Spreitzer is the Keith E. and Valerie J. Alessi Professor of Business Administration at the Ross School of Business at the University of Michigan. She joined the Michigan faculty in 2001 after spending nine years on the faculty at the University of Southern California Marshall School of Business. She was also a Visiting Professor at the Australian School of Business in Sydney in 2008. Her research focuses on employee empowerment and leadership development, particularly within a context of organizational change and decline. Her most recent research is examining how organizations can enable thriving, especially in contexts dealing with the new world of work such as coworking spaces. This highly engaging sessionfocused about the science and practice of positive leadership. In the game, you will have a chance to unlock hidden resources at your table to address work issues and dilemmas.
The Fundamental State of Leadership - Robert Quinn, Ross School of Business
Robert E. Quinn holds the Margaret Elliot Tracy Collegiate Professorship at the University of Michigan and is on the faculty at the Ross School of Business. He is also one of the co-founders of the Center for Positive Organizations. Robert has published eighteen books including the best-seller Deep Change, and The Best Teacher in You which won the Ben Franklin Award as best education book for 2015. Robert is a fellow of the Academy of Management and the World Business Academy. As a long time student of leadership and change, in this presentation he provides insight on The Fundamental State of Leadership.
View The Fundamental State of Leadership presentation slides.
The Michigan Medicine Change Model - Janet Palmer & Vic Divecha, Michigan Medicine
Janet & Vic shared the new Michigan Medicine Change Management model that has been developed in the past two years. They also provided a project use case for the model and talk about what went well, what could be improved, and lessons learned, as well as practical tools and concepts in use at Michigan Medicine for application to your own change projects.
View the Michigan Medicine Change Model Presentation and the Change Guide.
Working with Faculty - Martin Philbert, School of Public Health
Dean Philbert shared his perspective on the unique opportunities and challenges when working with faculty on university changes. His insights on competing faculty demands are helpful to any change leader who needs to successfully partner with faculty on a new process, system, or initiative.
The Power of Empathy - John Park, Michigan Medicine
Dr. John Park is Cheng Yang Chang Professor of Pediatric Urology and Chief of Pediatric Urology at the University of Michigan Medical School and Health System. He graduated from the University of Michigan School of LS&A in 1986 and completed his MD at the University of Michigan in 1990. He was a resident in urological surgery at the University of Michigan from 1990 to 1995, and after a two-year research fellowship, he went on to train in pediatric urology at the Harvard Children’s Hospital in Boston in 1997. He returned to Ann Arbor in 1999 and has worked as a pediatric urologist and medical school faculty ever since. For the last 5 years, he has served as the Surgeon-in-Chief of the C. S. Mott Children’s Hospital. As the physician leader of one of the largest children’s hospital surgical units in the country, he has had privilege of working alongside many dedicated staff here at UMHS, even as we went through many changes – some anticipated and some unexpected, since the opening of the new children’s hospital in 2011. He will share from experience of the amazing power of empathy for patients, families and colleagues and how it drives and sustains our purpose.
Competing Values Framework - David Sweetman, Michigan Medicine
The Competing Values Framework provides a way to more fully appreciate the way differing leadership values both complement and compete with each other. Especially during times of change, teams require individuals who bring the right mix of skills to the team to successfully implement the changes. This session was designed to help change leaders understand their own values and appreciate the values of others.
Unconscious Bias - Denise Williams, Michigan Medicine; Carmeda Stokes, University Human Resources; W Jean Tennyson, University Human Resources
In this session, learn about the significant influence of unconscious and unintended biases on our beliefs, judgments, attitudes, and decisions. Bias often drives decisions that can hurt others whether we intend to or not. We will discover together how we can become more aware of our vulnerability to bias, its impact on others, and how we can reduce the influence of bias in our everyday life and in the workplace as change agents.
View the Unconscious Bias presentation.
Finding Happiness in the Cards You are Dealt - Karen Semenuk, Faculty & Staff Assistance Program
Finding Happiness in the Cards You are Dealt is a session designed to help individuals make the most of the hand they have been dealt in life. This session explored what makes folks happy, and how to make the most of what they are currently dealing with in life, including at work. It was added to the embracing change series because successful change is not only about effectively leading it on campus, but also helping individuals make the most of the circumstances change brings.
Meeting in the Middle to Manage Change - David Sweetman, Michigan Medicine
Most changes either are either led from the top down or emerge from the bottom up. David is going to talk about leading change by managing the intersection of these two approaches, enabling mechanisms in the middle where both leadership and staff are working together to influence change, and how that increases the chances of success.
View the Meeting in the Middle presentation.
Leading Change at the University of Michigan - Laurita Thomas, University Human Resources
Laurita discussed some of the unique challenges of leading change at the University of Michigan. She will share how engagement and a respect for university culture are essential to any change effort, and provide tips she has learned leading change initiatives over time.
View Laurita's presentation, the Seven Step Change Model, Kotter's Eight Step Change Model, Predictable Reasons Why Change Efforts Fail, Sample Charge Document, How to Write a Business Case, Sample Business Case, Communications Planning Form, and Sample Communications Plan.
Life on Purpose - Vic Strecher, School of Public Health
Vic Strecher reconsiders directions taken in health and wellness and discusses new strategies for examining the daily personal and environmental factors that increase energy and willpower to live for what matters most to an individual, and in doing so, improving health and well-being, resilience, and performance. This presentation incorporates ancient philosophy, the latest scientific knowledge, and advanced technologies to create a new vision for health across the lifespan.
Working with Change Sponsors - Catherine Lilly, fmr. Office of the Vice President & Chief Financial Officer
Catherine shared best practices for working with sponsors for your change effort. Catherine has extensive experience leading change at the University of Michigan, and will also provide insights on how to lead change effectively on campus.
View the Working with Change Sponsors handout.
Communicating Change on Campus - Rick Fitzgerald, Office of the Vice President for Communications
Rick discussed best practices for communications for campus changes. He talked about concepts around key messages, managing the media, and how to adapt your communications if the change becomes challenging.
View a Message Development Framework.
Change and the Brain - Deb Orlowski, Learning & Professional Development
We're expected to deal with new things everyday: technology, reorganizations, changing work needs, and our personal life. The problem is, our brains are wired to NOT want to change. This fun and self-reflective workshop will provide information on making change easier. The goals of the workshop include: · Understanding how the brain works · Awareness of why it's difficult to change or accept change · Identification of personal barriers to change · Awareness of strategies for lowering barriers process
Taking Charge of Change - Karen Semenuk & Lorna Hurl, Faculty & Staff Assistance Program
Whether we want it or not, change happens. In this workshop we explore the different stages of the change process as well as the different ways in which change impacts our emotions. We discuss why people respond to change differently and explore strategies for managing and change-proofing ourselves as we navigate the stages in the change process. The goals of the workshop include: Familiarity with the dynamics of the change process Awareness of the dynamics behind the personal experience of change Sensitivity to how others experience change in their lives Awareness of strategies for reducing stress associated with current or potential change
View the Taking Charge of Change presentation.
The Bridges Change Model - Jane Pettit, Michigan Medicine
Jane discussed the practical application of the Bridges Transition Model. Voices members may remember this model from Carmeda Stokes' presentation at the Voices Annual Meeting.
View the Bridges Change Model presentation, Listening for Words & Phrases, Loss Analysis Tool, Meetings document, Transition Monitoring Team document, and What I Already Know About Change document.