Understanding the Three Transitions of Change

It has become almost a cliché that the only constant today is change.

What moves it from a cliché to a truism is that the Greek philosopher Heraclitus said the same thing – 2,500 years ago.

In spite of that historical background, we all feel that change is different today: it is without end, and increasingly complex. We talk not of a single change, but of change as an ongoing phenomenon. It’s a collage, not a single simple image; one change overlaps with another, and it’s all change as far as the eye can see.

To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present. But a significant amount of the waste and anguish we’ve witnessed in change management is avoidable.

The typical church has not operated well in a rapidly changing environment. Structure, systems, and culture have often been a drag on change rather than a facilitator.

The failure to sustain significant change recurs again and again despite substantial resources committed to the change effort, talented and committed people “driving the change,” and high stakes. In fact, leaders feeling an urgent need for change end up right: organizations that fail to sustain significant change end up facing crises.

This isn’t the sort of challenge you take on because it sounds good.

Adapting to and mastering change is not a choice. A significant part of a leader’s responsibility deals with being a change agent in the organization’s culture. In a time when changes come so fast and from so many unexpected angles, change is no longer a luxury but an imperative.

Even though change is a must for your organization, the “how-to’s” can often prove a problem. Many people lunge into change with no idea of its rules, its guiding principles, its nuances – and its dangers. Quite often disaster is the result. The only thing worse than ignoring change is leaping into it willy-nilly.

THE QUICK SUMMARY – Managing Transitions by William Bridges

The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change.

As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today’s ever-changing, always-on, and globally connected workplaces. Directed at managers on all rungs of the corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing disruptions and navigating uncertain times.

A SIMPLE SOLUTION

If you were to gather a group of 10 to 20 people together, and ask them to discuss changes they are going through (or have recently gone through), before long you will notice all different types of change provide people with the same basic experience.

Three main similarities begin to present themselves:

  1. An ending, followed by
  2. A period of confusion and distress, leading to
  3. A new beginning.

However you deal with them, endings are the first phase of transition. The second phase is a time of lostness and emptiness before “life” resumes an intelligible pattern and direction, while the third phase is that of beginning anew.

That is the order of things in nature. Leaves fall in autumn, winter sets in, and then the green emerges again from the dry brown wood in the spring. Human affairs flow along similar channels, or they would if we were better able to stay in that current.

But endings are fearful. They break our connections with the setting in which we have come to know ourselves, and they awaken old memories of hurt and shame. Growing frightened, we are likely to abort the three-phase process of ending, lostness, and beginning.

Sometimes, we even twist the pattern around so that beginnings come first, then endings, and then…then what? Nothing.

It is when we turn things around in that way that transition becomes so unintelligible and frightening.

It isn’t the change that will do you in – it’s the transitions. Getting people through the transition is essential if the change is actually to work as planned.

The Three Phases of Transition

Endings – Letting go of the old ways and the old identity people had. This first phase of transition is an ending and the time when you need to help people deal with their losses.

Neutral Zone – Going through and in-between time when the old is gone but the new isn’t fully operational. Called the “neutral zone,” it’s when the critical psychological realignments and repatternings are taking place.

New Beginnings – Coming out of the transition and making a new beginning. This is when people develop the new identity, experience the new energy, and discover the new sense of purpose that make the change begin to work.

William Bridges, Managing Transitions

A NEXT STEP

On the top of a chart tablet, list a change in your organizational life that you have been considering.

Underneath this, divide the rest of the chart tablet into three columns, and write the headings “Endings,” “Neutral Zone,” and “New Beginnings” at the top of the columns.

Before you move forward, ask yourselves these three questions developed by the William Bridges Associates team:

  1. What is changing? Until any vagueness you have about change can be clarified and until the leaders of the change can explain it clearly, in a statement lasting no longer than one minute, there is no way that they are going to be able to get other people to buy into the change. Longer explanations and justifications will also have to be made but it is the one-minute statement that will be the core of people’s understanding.
  2. What will actually be different because of the change? Many change projects are designed and launched at such a high level in the organization that all the planning is unrelated to the everyday, operational details that make up the lives of most workers. In such cases, the decision-makers often have no idea how changes will actually make anyone’s life or job, or even the function of a whole department, different. Yet that is all that people need to know before they can embrace and support a change.
  3. Who’s going to lose what? There must be a hundred other versions of objections to dealing with endings and losses, but they are all variations on a single theme: the mistaken idea that the best way to get people through a transition is to deny that they are even in a transition. In fact many internal communications projects are based on this central misconception that you can (and should) talk people out of their reactions to the change.

Transition management is based on another idea: that the best way to get people through transition is to affirm their experience and to help them to deal with it. It is simply a question of understanding how the world looks to them and using that as the starting point in your dealings with them.

With an understanding of the dynamics covered in these three questions, spend at least one hour working through the three phases of transition, writing down words or phrases under each heading.

Excerpt taken from SUMS Remix 102-2, released October 2018.


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

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How to Leverage “Pre-suasion” to Gain Attention

Do you think people care about what you have to say? The truth is that the average person doesn’t know you. It’s not that you’re not likable or smart; it’s just a matter of survival for people in today’s world. There is simply too much out there and not enough time to take it all in.

These words by communications expert Kem Meyer succinctly point out the dilemma for communicators today: for many people, the last thing they are looking for is unsolicited information, or someone to tell them to change their ways.

And yet many, if not most, of the sermons preached by pastors attempt to do just that.

However, many people will take the time to read or listen to something that reinforces an opinion they already have or speaks to a real need in their lives. If they are not looking for it, they won’t hear it. But, if you take the time to learn what they’re looking for, you can get in on a conversation already in progress in their minds.

How then, can a leader understand their audience in such a way to make their message more receptive? How can you connect, communicate, and influence your audience toward life-long transformation?

THE QUICK SUMMARY – Pre-Suasion: A Revolutionary Way to Influence and Persuade by Robert Cialdini

The acclaimed New York Times and Wall Street Journal bestseller from Robert Cialdini – “the foremost expert on effective persuasion” (Harvard Business Review) – explains how it’s not necessarily the message itself that changes minds, but the key moment before you deliver that message.

What separates effective communicators from truly successful persuaders? With the same rigorous scientific research and accessibility that made his Influence an iconic bestseller, Robert Cialdini explains how to prepare people to be receptive to a message before they experience it. Optimal persuasion is achieved only through optimal pre-suasion. In other words, to change “minds” a pre-suader must also change “states of mind.”

Named a “Best Business Books of 2016” by the Financial Times, and “compelling” by The Wall Street Journal, Cialdini’s Pre-Suasion draws on his extensive experience as the most cited social psychologist of our time and explains the techniques a person should implement to become a master persuader. Altering a listener’s attitudes, beliefs, or experiences isn’t necessary, says Cialdini—all that’s required is for a communicator to redirect the audience’s focus of attention before a relevant action.

From studies on advertising imagery to treating opiate addiction, from the annual letters of Berkshire Hathaway to the annals of history, Cialdini outlines the specific techniques you can use on online marketing campaigns and even effective wartime propaganda. He illustrates how the artful diversion of attention leads to successful pre-suasion and gets your targeted audience primed and ready to say, “Yes.” His book is “an essential tool for anyone serious about science based business strategies…and is destined to be an instant classic.

A SIMPLE SOLUTION

Even the most well-planned communication opportunity often achieves lackluster results without the audience listening (and hopefully acting on your suggestions).

But what if the audience can be warmed up to your message before they even see it?

The best persuaders become the best through pre-suasion – the process of arranging for recipients to be receptive to a message before they encounter it.

Pre-suasion, a word coined by Robert Cialdini, is the process of gaining agreement with a message before it’s been sent. Although that may seem like some form of magic, it’s not. It’s established science.

That key moment is the one that allows a communicator to create a state of mind in recipients that is consistent with the forthcoming message. It’s the moment in which we can arrange for others to be attuned to our message before they encounter it. That step is crucial for maximizing desired change.

The answer involves an essential but poorly appreciated tenant of all communication: what we present first changes the way people experience what we present to them next.

The truly influential things we say and do first act to pre-suade our audiences, which then alters audience members’ associations with what we say or do next.

All told, there are any of a number of first steps besides establishing trust persuaders can take that will make audiences more redemptive to the case they intend to present.

The steps can take multiple forms, and, accordingly, they’ve been given multiple labels by behavioral scientists. They can be called frames or anchors or primes or mindsets or first impressions. I’m going to refer to them as openers – because they open up things for influence in two ways.

First, they simply initiate the process: they provide the starting points, the beginnings of persuasive appeals. But it is in their second function that they clear the way to persuasion, by removing existing barriers.

It’s because of the only-temporary receptiveness that pre-suasive actions often produce in others that I’ve introduced the concept of privileged moments.

The meaning of the word privileged is straightforward referring to special, elevated status. The word moment, though, is more complex, as it evokes a pair of meanings. One connotes a time-limited period: in this case, the window of opportunity following a pre-suasive opener, when a proposal’s power is greatest. The other connotation comes from physics and refers to a unique leveraging force that can bring about unprecedented movement. These yoke dimensions, temporal on the one hand and physical on the other, have the capacity to instigate extraordinary change in a yet third, psychological, dimension.

Robert Cialdini, Pre-Suasion: A Revolutionary Way to Influence and Persuade

A NEXT STEP

Author Robert Cialdini believes that altering a listener’s attitudes, beliefs, or experiences isn’t necessary. All that’s required is to alter the audience’s focus of attention just before requesting a relevant action.

The factor most likely to determine a person’s choice in a situation is often not the one that offers the most accurate or useful counsel; instead, it is the one that has been elevated in attention (and thereby in privilege) at the moment of decision.

“Privileged moments” are identifiable points in time when an individual is particularly receptive to a communicator’s message.

The artful channeling of attention leads to potent pre-suasion and positive outcomes.

In his earlier work, Influence, Cialdini argued that there are six concepts that empower the major principles of human social influence. Understanding and practicing these concepts will help you “pre-suade” your audience.

Reciprocation – People say yes to those they owe. Those “freebies” given away in stores? Studies show they can increase the likelihood of purchase by over 40%. Requesters who hope to commission the pre-suasive force of the rule for reciprocation have to do something that appears daring: they have to take a chance and give first. The “gift” should be meaningful, unexpected, and customized.

Liking – It may seem so common sense, but it is true: people say yes to those who they like. Two specific ways to create positive attention get the most attention: highlight similarities and provide compliments.

Social Proof – People think it is appropriate for them to believe, feel, or do something to the extent that others, especially comparable others, are believing, feeling, or doing it. Two components of that perceived appropriateness – validity and feasibility – can drive change.

Authority – When a legitimate expert on a topic speaks, people are usually persuaded. Sometimes, information becomes persuasive only because an authority is its source. This is especially true when the recipient is uncertain of what to do.

Scarcity – We want more of what we can have less of. Our aversion to losing something of value is a key factor. Scarcity also raises the judged value of that item.

Consistency – Communicators who can get listeners to take a pre-suasive step, even a small one, in the direction of a particular idea or entity will increase our willingness to take a much larger, congruent step when asked.

Review each of the above concepts, along with their brief description, and commit to applying one or more of these concepts over the next two months. Examples could include: social media posts, sermons, vision casting moments, or staff meetings. At the end of two months, review the use of each to determine how effective it was in helping your audiences take a next step in their walk with Christ.


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

Launch Change by Replacing Complacency with Urgency

It has become almost a cliché that the only constant today is change.

What moves it from a cliché to a truism is that the Greek philosopher Heraclitus said the same thing – 2,500 years ago.

In spite of that historical background, we all feel that change is different today: it is without end, and increasingly complex. We talk not of a single change, but of change as an ongoing phenomenon. It’s a collage, not a single simple image; one change overlaps with another, and it’s all change as far as the eye can see.

To some degree, the downside of change is inevitable. Whenever human communities are forced to adjust to shifting conditions, pain is ever present. But a significant amount of the waste and anguish we’ve witnessed in change management is avoidable.

The typical church has not operated well in a rapidly changing environment. Structure, systems, and culture have often been a drag on change rather than a facilitator.

The failure to sustain significant change recurs again and again despite substantial resources committed to the change effort, talented and committed people “driving the change,” and high stakes. In fact, leaders feeling an urgent need for change end up right: organizations that fail to sustain significant change end up facing crises.

This isn’t the sort of challenge you take on because it sounds good.

Adapting to and mastering change is not a choice. A significant part of a leader’s responsibility deals with being a change agent in the organization’s culture. In a time when changes come so fast and from so many unexpected angles, change is no longer a luxury but an imperative.

Even though change is a must for your organization, the “how-to’s” can often prove a problem. Many people lunge into change with no idea of its rules, its guiding principles, its nuances – and its dangers. Quite often disaster is the result. The only thing worse than ignoring change is leaping into it willy-nilly.

THE QUICK SUMMARY – A Sense of Urgency, by John Kotter

Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide.

Now, in A Sense of Urgency, Kotter shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change.

Why focus on urgency? Without it, any change effort is doomed. Kotter reveals the insidious nature of complacency in all its forms and guises.

In this exciting book, Kotter explains:

· How to go beyond “the business case” for change to overcome the fear and anger that can suppress urgency

· Ways to ensure that your actions and behaviors — not just your words — communicate the need for change

· How to keep fanning the flames of urgency even after your transformation effort has scored some early successes

Written in Kotter’s signature no-nonsense style, this concise and authoritative guide helps you set the stage for leading a successful transformation in your company.

A SIMPLE SOLUTION

You know your organization needs to change.

You may even know what the change needs to be: a new strategy, new personnel, new technology, or a significant change in direction.

But somehow, change comes too slowly, or it feels like you are pushing a boulder uphill, or that the implementation of that great new idea has stalled – again.

What’s missing, and is needed in almost all organizations today, is a real sense of urgency – a distinctive attitude and gut-level feeling that leads people to grab opportunities and avoid hazards, to make something important happen today, and constantly shed low-priority activities to move faster and smarter, now.

The real solution to the complacency problem is a true sense of urgency. Real urgency is an essential asset that must be created and re-created.

This set of thoughts, feelings, and actions is never associated with an endless list of exhausting activities. It has nothing to do with anxious running from meeting to meeting. It’s not supported by an adrenalin rush that cannot be sustained over time.

True urgency focuses on critical issues, not agendas overstuffed with the important and the trivial. True urgency is driven by a deep determination to win, not anxiety about losing. With an attitude of true urgency, you try to accomplish something important each day, never leaving yourself with a heart-attack-producing task of running one thousand miles in the last week of the race.

Increasing a True Sense of Urgency

Strategy

Create action that is exceptionally alert, externally oriented, relentlessly aimed at winning, making some progress each and every day, and constantly purging low value-added activities – all by always focusing on the heart and not just the mind.

Tactics

  • Bring the Outside In
    • Reconnect internal reality with external opportunities and hazards
    • Bring in emotionally compelling data, people, video, sites, and sounds
  • Behave with Urgency Every Day
    • Never act content, anxious, or angry
    • Demonstrate your own sense of urgency always in meetings, one-on-one interactions, memos, and email and do so as visibly as possible to as many people as possible.
  • Find Opportunity in Crises
    • Always be alert to see if crises can be a friend, not just a dreadful enemy, in order to destroy complacency.
    • Proceed with caution, and never be naïve, since crises can be deadly.
  • Deal with the NoNos
    • Remove or neutralize all the relentless urgency-killers, people who are not skeptics but are determined to keep a group complacent or, if needed, to create destructive urgency.

John Kotter, A Sense of Urgency

A NEXT STEP

Author Jon Kotter has developed a set of useful questions to consider when facing complacency and false urgency.

Discuss the following questions with your team, and identify – and eliminate – sources of complacency and false urgency.

  • Are critical issues delegated to consultants or task forces with little involvement of key people?
  • Do people have trouble scheduling meetings on important initiatives?
  • Is candor lacking in confronting the bureaucracy and politics that are slowing down important initiatives?
  • Do meetings on key issues end with no decisions about what must happen immediately (except the scheduling of another meeting)?
  • Do people run from meeting to meeting, exhausting themselves and rarely if ever focusing on the most critical hazards or opportunities?
  • Do people regularly blame others for any significant problems instead of taking responsibility and changing?
  • Are failures in the past discussed not to learn but to stop or stall new initiatives?

Excerpt taken from SUMS Remix 102-1, issued September 2018.


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

Uncover the Only You

We live in a world where every artificial thing is designed. Whether it is the car we ride in, the streets we drive on, the lights that illuminate the road, or the building that is our destination, some person or group of people had to decide on the layout, operation, and mechanisms of the journey described above.

Your life has a design, too.

Design doesn’t just work for cars and roads and streetlights and buildings, and all the hundreds of thousands of components that make those things up. You can use design thinking to discover the life God has uniquely created for you. It is a life that is meaningful, joyful, and fulfilling.

Several years ago, Auxano founder Will Mancini launched Life Younique, a training company that certifies church leaders to offer gospel-centered life design through their church. Will, along with co-founder Dave Rhodes, is passionate about helping people get life mission right – what exactly is the best way to know and name what God has created you to do?

THE QUICK SUMMARY – The Rhythm of Life by Matthew Kelly

In The Rhythm of Life Matthew Kelly exposes the lifestyle challenges and problems that face us in this age obsessed with noise, speed, and perpetual activity. Kelly’s message rings out with a truth that is challenging and unmistakably attractive Who you become is infinitely more important than what you do, or what you have. Are you ready to meet the best version of yourself?

The Rhythm of Life is a brilliant and clear-eyed rejection of the chaotic lifestyle that has captured the world, written with common sense, humor, and extraordinary insight. This book is destined to change lives.

A SIMPLE SOLUTION

What is the brief and bold big idea that best captures today what God made you to do?

Think of it as a golden compass pointing the way or a silver golden thread that weaves through every activity of your life. It’s the enduring rally cry of team-you; it’s the victory banner waving over everything you do.

Ideally, every priority, project, and penny is filtered through, guided by and championed through this concept. Imagine every person in your sphere of influence being blessed better, served stronger, and loved longer because you form a unique life mission every day.

Translate a wide variety of life-awareness and self-awareness into a meaningful, practical, and simple understanding of what God has made only you to do.

Who you become is infinitely more important than what you do or what you have. The meaning and purpose of life is for you to become the best version of yourself.

In the diagram below, Point A represents you right now – here and today – with all your strengths and weaknesses, faults, failings, flaws, defects, talents, abilities, and potential.

Point B represents you as the person you were created to be – perfectly. If you close your eyes for a few moments and imagine the better person you know you can be in any areas of your life, and then multiply that vision to include the better person you know you can be in every area of your life, that is the person you have become when you reach point B – the best version of yourself.

At every point along the path closer to point B, we more fully recognize, appreciate, and use our talents and abilities and are more dedicated to our development – physically, emotionally, intellectually, and spiritually.

At each point along the path toward point B, there is a more harmonious relationship among our needs, desires, and talents. Through this process of transformation, we begin to reach our once hidden potential. At point B, through the dual process of self-discovery and discovery of God, we have overcome our fears and transformed our faults and failings into virtues.

Matthew Kelly, The Rhythm of Life

A NEXT STEP

Duplicate the drawing above on a chart tablet. Add the four words “Physically, Emotionally, Intellectually, and Spiritually” above the line between Point A and Point B.

Below the line, and under each of the words, write in actions that will help you move towards Point B. These are the best things you can do for your spouse, your children, your friends, your colleagues, your employees, your employer, your church, your nation, the human family, and yourself.

The best thing you can do is to become the-best-version-of-yourself, because it is doing with a purpose.

Excerpt taken from SUMS Remix 101-1, released September 2018.


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

Creative Leaders Explore Three Areas of Prototyping

Despite all our planning and analyzing and controlling, the typical church’s track record at translating its rhetoric into results is not impressive.

In the business world, researchers estimate that only somewhere between 10% and 60% of the promised returns for new strategies are actually delivered. The reality for many churches would be between 10% and 30% – tops. Practices that consume enormous amounts of time and attention mostly produce discouraging results.

All the empty talk is making it harder and harder to get anything to actually happen. Churches expect the staff to be member-focused while the majority watches. When a staff or volunteer actually takes a risk, they are punished if it doesn’t succeed. Ambitious growth goals aren’t worth the spreadsheets they are computed on.

Getting new results requires new tools – and design thinking has real tools to help move from talk to action.

Design thinking is actually a systematic approach to problem solving.

Design thinking is fundamentally an exploratory process; done right, it will invariably make unexpected discoveries along the way.

THE QUICK SUMMARY – Change by Design by Tim Brown

The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.

This book introduces the idea of design thinking‚ the collaborative process by which the designer′s sensibilities and methods are employed to match people′s needs not only with what is technically feasible and a viable business strategy. In short‚ design thinking converts need into demand. It′s a human−centered approach to problem solving that helps people and organizations become more innovative and more creative.

Design thinking is not just applicable to so−called creative industries or people who work in the design field. It′s a methodology that has been used by organizations such as Kaiser Permanente to increase the quality of patient care by re−examining the ways that their nurses manage shift change‚ or Kraft to rethink supply chain management. This is not a book by designers for designers; this is a book for creative leaders seeking to infuse design thinking into every level of an organization‚ product‚ or service to drive new alternatives for business and society.

A SIMPLE SOLUTION

Iterate – Leaders who thought like designers would see themselves as learners.

Leaders often default to a straightforward linear problem-solving methodology: define a problem, identify various solutions, analyze each, and choose one – the right one. Designers aren’t nearly so impatient, or optimistic. They understand that the successful invention takes experimentation and that empathy is hard won. So is the task of learning.

For example, the IKEA way of business we know (and love!) today didn’t originally start out that way. Almost every element of IKEA’s legendary business model – showrooms and catalogs in tandem, knockdown furniture in flat parcels, and customer pick-up and assembly – emerged over time from experimental response to urgent problems.

“Regard every problem as a possibility,” was IKEA founder Ingvar Kamprad’s mantra. He focused less on control and “getting it right” the first time and more on learning and on seeing and responding to opportunities as they emerged.

Prototyping at work is giving form to an idea, allowing us to learn from it, evaluate it against others, and improve upon it.

Anything tangible that lets us explore an idea, evaluate it, and push it forward is a prototype.

Techniques borrowed from film and other creative industries suggest how we might prototype nonphysical experiences. These include scenarios, a form of storytelling in which some potential future situation or state is described using words and pictures.

Prototypes should command only as much time, effort, and investment as is necessary to generate useful feedback and drive an idea forward.

Prototyping is always inspirational – not in the sense of a perfected project but just the opposite: because it inspires new ideas. Once tangible expressions begin to emerge, it becomes easy to try them out and elicit feedback internally from management and externally from potential customers.

In the ideation space we build prototypes to develop our ideas to ensure that they incorporate the functional and emotional elements necessary to meet the demands of the market.

In the third space of innovation we are concerned with implementation: communicating an idea with sufficient clarity to gain acceptance across the organization, proving it, and showing that it will work in its intended market.

There are many approaches to prototyping, but they share a single, paradoxical feature: They slow us down to speed us up. By taking the time to prototype our ideas, we avoid costly mistakes such as becoming too complex too early and sticking with a weak idea too long.

Tim Brown, Change by Design

A NEXT STEP

Quick prototyping is about acting before you’ve got all the answers, about taking chances, stumbling a little, but then making it right.

Prototyping is a state of mind.

A prototype is a simple experimental model of a proposed solution used to test or validate ideas, design assumptions, and other aspects of its conceptualization quickly and cheaply, so that the leaders involved can make appropriate refinements or possible changes in direction.

Long used in the design of “things,” prototyping is increasingly used to work on designing experiences or other non-material objects.

To explore a current situation at your church that can be improved, work through the following prototyping exercise:

Select a situation consisting of multiple elements and nuances that a guest encounters at your church. For example, a guest family with a preschool child visiting for the first time.

Prepare any accessories (props) needed to recreate the scene where the action takes place. Use cardboard, tape, or any cheap material at hand to create the “sense” of the action a guest is going through.

Make a list of the roles people are involved in and define the sequence and time required to enact them.

Replay the situation three – four times. Each time, try to understand the emotional layers of the situation. Then add elements you forgot at the beginning.

Video record the re-enactment, playing different roles each time. Assign one team member to observe and take notes.

After the exercise, watch the video and listen to the observer’s notes. What parts of the process can be changed to make the experience more enjoyable to the guest? What types of training are needed for your volunteers to make that happen? Are there any physical or space layouts that can be improved?

Leaders who practice design thinking are energized by the ambiguity and uncertainty that comes with constant change. These leaders don’t accept the hand-me-down notion that cost cutting and innovation are mutually exclusive, or that short-term and long-term goals are irreconcilable. They reject the tyranny of “or” in favor of the genius of “and.”

Excerpt taken from SUMS Remix 98-3, released August 2018


 

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

Dreamers Live Beyond Themselves in Order to Make Dreams Come True

Even for those of you that don’t follow the Walt Disney Company regularly, the news coming out of Anaheim, CA from the biannual gathering of Disney fans called D23 has been nonstop since last Friday. Even though the event ended Sunday night, recaps, opinions, and second-guessing continues today – and probably will throughout this week and beyond.

With intellectual properties like Disney Studios, theme parks and resorts, and the studios of Pixar, Star Wars, Marvel, and now most of Fox, the entertainment giant is continuing to grow beyond expectations.

D23 was three days of seemingly nonstop announcements about the upcoming movies from all the studios mentioned above, new attractions at theme parks world-wide, new partnerships, and the unveiling of Disney+, the streaming service that will launch November 12. Artists, actors, and people normally behind-the-scenes were onstage everywhere at the Anaheim Convention Center, each presentation seeming to outshine the previous one.

I’m not even going to attempt to unpack everything that happened at D23 – there are much better sources for that.

Instead, I want to leave you with a couple of images – courtesy of Disney – and a quote by Walt Disney:

If you don’t know what these represent:

  • The top image is a representation of four “neighborhoods” coming to Epcot – a transformation of the park in every sense of the word.
  • The image on the lower right is a new statue of Walt Disney what will occupy “Dreamer’s Point,” a transition from Spaceship earth to the rest of the reimagined Epcot.
  • The quote in the lower left is from Walt Disney, part of a longer statement about Epcot he made in October 1966 – only two months before his death.

Think about that.

While Walt Disney was totally immersed in the building of Disneyland in California, and led in the acquisition of the thousands of acres that would become Walt Disney World in Florida, he never saw the first shovel of dirt turned, much less the completion of any part of Walt Disney World.

The EPCOT he dreamed of was not the Epcot Center that opened in 1982; all of the work done in major upgrades since then – and including this projected “transformation” – are not going to make that happen.

But the dream did not die with the dreamer.

His vision of ‘a new Disney world’ outside of Orlando, Florida, especially his concept of Epcot, was so strongly a personal, life-summing statement that many believed the dream might die with Walt. Not so. For in addition to the fantasy empire Walt had created, he had also built a unique organization.

– Richard Beard, Walt Disney’s EPCOT

Led by Walt’s older brother Roy, who postponed his retirement, the talents of the entire Disney organization went ahead with the Florida project.

Because that’s what dreamers do…

…they dream, and make sure there is a team who understands and lives the dream, and will keep it going.

So that’s what Epcot is: an experimental prototype community that will always be in a state of becoming. It will never cease to be a living blueprint of the future…

– Walt Disney

 

Will your dream live beyond you?

 

The Class of 2023 is Headed to a College Campus Near You

The Mindset List® has delighted millions for over a decade about what has “always” or “never” been true for entering college students. It was created at Beloit College in 1998 to reflect the world view of entering first year students, and started with the members of the class of 2002, born in 1980.

What started as a witty way of saying to faculty colleagues “watch your references,” has turned into a globally reported and utilized guide to the intelligent if unprepared adolescent consciousness. It is requested by thousands of readers, reprinted in hundreds of print and electronic publications, and used for a wide variety of purposes. It immediately caught the imagination of the public, and in the ensuing years, has drawn responses from around the world. This site now gets more than a million hits a year.

The Mindset List®, an annual compilation of what has always and never been true for new college freshmen, has changed hands from founder Beloit College to Marist College.

Recently, the Mindset List of the Class of 2023 was released.

This fall’s college class of 2023, now arriving on campuses, learned of the attack on New York’s Twin Towers from parents and grandparents once they were old enough to handle it. Born in 2001, they have lived in a world in which shedding shoes at airport security; capturing news from crawling headlines on the TV screen; flying Jet Blue; and recognizing that blackboards, pens, and watches are sometimes smarter than we are have all been routine occurrences.

The creation of Beloit’s former Public Affairs Director Ron Nief and Emeritus Professor of English Tom McBride, authors of The Mindset Lists of American History: From Typewriters to Text Messages, What Ten Generations of Americans Think Is Normal, it was originally created as a reminder to faculty to be aware of dated references. It quickly became an internationally monitored catalog of the changing worldview of each new college generation.

Nief and co-editor Tom McBride, and list co-author Beloit Professor of Sociology Charles Westerberg have been working with Marist during the transition. “This annual list is a cultural touchstone,” noted Marist’s Executive Vice President Geoffrey Brackett. “Every year Ron, Tom, and Charles have done the remarkable work of encapsulating a changing world into a cohesive list. The list has served as a reminder to the wider community of colleges and universities of the importance of understanding the constantly altering landscape outside of higher education. Marist hopes to continue that service by taking on The Mindset List and strategically expanding its capabilities and reach.”

Leaders – of all ages – need to understand what has shaped the lives of today’s entering college freshman class, those 18 year olds characterized by the following:

  • Like Pearl Harbor for their grandparents, and the Kennedy assassination for their parents, 9/11 is an historical event.
  • The primary use of a phone has always been to take pictures.
  • YouTube has become the video version of Wikipedia.

According to Westerberg,

With half of this generation composed of people of color, they are among the most demographically significant cohorts in American history. American politics today is hard to comprehend without taking account of this major trend since, within a year, their generation will represent 25% of the U.S. population.

Here’s a few more characteristics to whet your appetite:

  • They have grown up with Big Data and ubiquitous algorithms that know what they want before they do.
  • Apple iPods have always been nostalgic.
  • Most of them will rent, not buy, their textbooks.
  • The Tech Big Four – Apple, Facebook, Amazon, and Google – are to them what the Big Three automakers were to their grandparents.

You can read the whole list here.

“The Mindset List helps put into context the growing interest high school and college students have in social issues,” noted Martin Shaffer, Dean of Marist’s School of Liberal Arts. “We’re seeing a more engaged, more deeply involved student body on campus.”

Even if you’re not a college professor, you need to read the whole list here.

With contributions from parents and academics around the world, the List has tracked cultural change, stimulated intergenerational conversation, and just made older people feel even older.

– Tom McBride and Charles Westerberg

Indeed.