Module 5 Change Leadership

8/3/2019 Module 5 Change Leadership

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Module 5. Leading ChangeModule 5. Leading ChangeModule 5. Leading ChangeModule 5. Leading Change


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ObjectivesObjectives Understand the forces and drivers for Change

Understand the Principles of Change Understand strategies of managing and leading

change


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When the rate of change outside

exceeds the rate of changeinside the end is in sight

Rate of ChangeRate of Change

Jack WelchJack Welch


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Forces for ChangeForces for Change Knowledge Economy

Virtual Organisations Mergers and Acquisitions

Digital convergence

Privatisations

....are transforming the world ofbusiness


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Two Sides of ChangeTwo Sides of ChangeTechnical Side of ChangeTechnical Side of Change Human Side of ChangeHuman Side of Change


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Principles of ChangePrinciples of Change

1.1. Change is a process that can be enabled, notChange is a process that can be enabled, not

managedmanaged

2.2. The change process must be linked to business andThe change process must be linked to business and

performance goalsperformance goals

3.3. Building capacity to change is a strategic imperativeBuilding capacity to change is a strategic imperative

4.4. Building capacity for change is an evolutionaryBuilding capacity for change is an evolutionary

processprocess


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5.5. Effective change process require a systemic view ofEffective change process require a systemic view of

the organizationthe organization

6.6. The change process involves both organizational andThe change process involves both organizational and

personal transitionspersonal transitions

7.7. Behavioral change is function of perceived need andBehavioral change is function of perceived need and

occurs at the emotional, not the intellectual levelsoccurs at the emotional, not the intellectual levels


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8.8. Resistance to change is predictable reaction to anResistance to change is predictable reaction to an

emotional process and depends on a personsemotional process and depends on a persons

perception of a change situationperception of a change situation

.. an u o c ange ena emen es prac cesan u o c ange ena emen es prac ces

account for the success of most change processesaccount for the success of most change processes

10.10. Change strategies are situationalChange strategies are situational


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Effective

1. Motivation Change

2. Creating Vision of

Change

Five activities Contributing to EffectiveFive activities Contributing to Effective

Change in ManagementChange in Management

angeManagement

3. Developing PoliticalSupport

4. Managing the

Transition of Change

5. Sustaining

Momentum


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Below the surface of theBelow the surface of theChange ManagementChange Management

IcebergIceberg


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Below the surface of the ChangeBelow the surface of the Change

Management IcebergManagement Iceberg


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Motivation chan e

Sensitive

organizationsto pressure for

change

1. Motivating Change1. Motivating Change

and creatingreadiness for

change

Revealdiscrepancies

between current

and desired states

Convey credible

positive

expectations for

the change


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Individual ResistanceIndividual Resistance

Habit

Economic

Factors

Job Security

Selective

Information

Processing

IndividualIndividualResistanceResistance


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Threat to Established

Power Relationship

Threat to Established

Resource Allocations

Organization ResistanceOrganization Resistance

OrganizationOrganizationResistanceResistance

Structural Inertia

Limited Focus of

Change

Group Inertia


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Denial CommitmentDenial Commitment

Four Phases to TransitionFour Phases to Transition

Past FuturePast Future

Resistance ExplorationResistance Exploration


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Attitude Curve in Response toAttitude Curve in Response to

ChangeChange

GDI Development (Pty)Ltd


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How good things wereHow good things were

Denial

AngerAnger

Resistance

Some of the Signs in Each PhaseSome of the Signs in Each Phase

It cant happen hereIt cant happen here

NumbnessNumbness

EverythingEverything--asas--usualusual

attitudeattitude Refusing to hear newRefusing to hear new

informationinformation

StubbornnessStubbornness

Blaming othersBlaming others

ComplainingComplaining

Getting sickGetting sick Doubting your abilityDoubting your ability


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Whats going to happenWhats going to happen

to me?to me?

Seeing possibilitiesSeeing possibilities

ChaosChaos

Where I am headedWhere I am headed

FocusFocus

TeamworkTeamwork

VisionVision

Some of the Signs in Each PhaseSome of the Signs in Each Phase

Exploration Commitment

IndecisivenessIndecisiveness Unfocused workUnfocused work

EnergyEnergy

Clarifying goalsClarifying goals

Seeing resourcesSeeing resources

Exploring alternativesExploring alternatives

CooperationCooperation

BalanceBalance


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Education and

Communication

Negotiation

Overcoming resistance to ChangeOvercoming resistance to Change

Resistance toResistance toChangeChange

Involvement andcooptation

Facilitation

and Support

Coercion


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Bold andBold and

ValuedValued

OutcomesOutcomes

2. Create Vision of Change2. Create Vision of Change

ons ruc ng eons ruc ng e

Envisioned futureEnvisioned futureDesiredDesired

FutureFuture

StateState


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Assessing Change

Agent Power

3. Developing Political Support3. Developing Political Support

Political

Support

Identifying KeyStakeholder

Influencing

Stakeholders


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These are individuals or groups withThese are individuals or groups with

the power to determine that a changethe power to determine that a changewill occurwill occur

Change

Sponsor

Roles in Organization ChangeRoles in Organization Change

These are individuals or groupsThese are individuals or groups

These are individuals or groups who areThese are individuals or groups who are

asked to change something (knowledge,asked to change something (knowledge,skills, or behavior) as a result of theskills, or behavior) as a result of the

cchangehange

Agents

Change

Target

responsible for seeing that a previouslyresponsible for seeing that a previouslydetermined change occursdetermined change occurs


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Power

3. Influencing Key Stakeholders3. Influencing Key Stakeholders

What is their source of power?What is their source of power?

What they can control: money, time,What they can control: money, time,

resources, people, information?resources, people, information?

Who they can influence: friends,Who they can influence: friends,

A set of questions designed to profile an individual stakeholder:A set of questions designed to profile an individual stakeholder:

What is their

Style of using

power?

Reluctant and occasionalReluctant and occasional

Make response to threatsMake response to threats

Assertive and directAssertive and direct

Deception and subtletyDeception and subtlety

admirers, those who feel obligationadmirers, those who feel obligation


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How does thechange really

affect them?

Influencing Key StakeholdersInfluencing Key Stakeholders

Changes their power?Changes their power?

Affects other needsAffects other needs

Affects goals, objectives andAffects goals, objectives and

interestsinterests

Effect of ChangeEffect of Change

What is their

likely response

to the change?

Opposition, uncertainty or support?Opposition, uncertainty or support?

Action now or wait and see ?Action now or wait and see ?

Open action or hidden action?Open action or hidden action?

Individual action or acting withIndividual action or acting with

others?others?


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What would bethe impact of

their response?


Significant or limited?Significant or limited?

Local or widespread?Local or widespread?

Recoverable or permanent?Recoverable or permanent?

Effect of ChangeEffect of Change


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What wouldmake them

more supportive

of the chan e?


Information / understanding?Information / understanding?

Involvement and ownership?Involvement and ownership?

Changes in planned actions?Changes in planned actions?

Direction from more than seniorDirection from more than senior


What is their

likely responseto the change?

Personal threat?Personal threat?

NonNon--involvement in decisions?involvement in decisions? Personal rivalries?Personal rivalries?

Insufficient evidence in in trialInsufficient evidence in in trial

period (defined by them)?period (defined by them)?

managers?managers? Evidence of success of the change?Evidence of success of the change?


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Current

State

Desired Future

State

4. Managing the Transition4. Managing the Transition

TransitionTransition

StateState

Activity PlanningActivity Planning

Change Management TeamChange Management Team


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Head

(Executive Sponsor)

Head organization

Development

Change Management Team: Roles ExampleChange Management Team: Roles Example

Corporate Management

Key project accountability and ownership

Report CEO on project outcomes/success

Coordinate overall change program

Develop clear change strategies for change

(Change Leaders)

Communication Role

(Change Agents)

Human Resources Role

(Change Agents)

Develop individual and team change capability

Provide clear communication to all key

stakeholders on change related issues

Develop 2-way communication channels to

foster ongoing organization change

Provide expert HR advice on personal

transitions and support

Provide Change Office & project based HR

infrastructure


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Understands Appreciates AnticipatesUnderstands Appreciates Anticipates

change diversity and manageschange diversity and manages

dynamics resistancedynamics resistance

Critical Skills of Change AgentsCritical Skills of Change Agents

Has high Understands ManagesHas high Understands Manages

credibility power and multiple taskscredibility power and multiple tasks

influenceinfluence


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Providing Resource

forChange

Building a Support

System for Change

5. Sustaining Momentum5. Sustaining Momentum

SustainingSustaining

MomentumMomentum

Agents

Developing New

Competences and

Skills

Reinforcing NewBehaviors

Staying the Course


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1. Motivating Change

2. Creating Vision of

Change

Five Activities Contributing to Effective ChangeFive Activities Contributing to Effective Change

ManagementManagement

SustainingSustaining

MomentumMomentum

3. DevelopingPolitical Support

4. Managing the

Transition of Change

5. Sustaining

Momentum

ChangeManagement


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Elements of ChangeElements of Change

na emenna emen


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Change

Architecture

Communication

Leadership

Capacity

Team & individual

Capacity

Elements of Change EnablementElements of Change Enablement

Change

Performance

Management

OrganizationalTransition

Cultural

Capacity

PersonalTransition

rocess


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Change

Architecture

Change EnablementChange Enablement Best PracticesBest Practices

There is an explicit strategy andThere is an explicit strategy and

structure which define the nature andstructure which define the nature and

ssequence of specific activities andequence of specific activities andresources required to facilitate theresources required to facilitate the

cchange process.hange process.

CommunicationAn infrastructure and plan is in place toAn infrastructure and plan is in place to

build awareness of change goals,build awareness of change goals,

communicate progress towardcommunicate progress toward

attainment of these goals and encourageattainment of these goals and encourage

collective ownership of the change processcollective ownership of the change process

and outcomes.and outcomes.


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Performance

Management


Human Resources processesHuman Resources processes recruiting,recruiting,

ttraining, measuring and rewardingraining, measuring and rewarding areare

aaligned to drive new behaviors in supportligned to drive new behaviors in supportof the business visionof the business vision


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Leadership

Capacity


Leaders values and behaviors areLeaders values and behaviors are

aligned with the business vision;aligned with the business vision;

leaders possess the skills to drive theleaders possess the skills to drive thechange process to completion, andchange process to completion, and

accept the responsibility for doing soaccept the responsibility for doing so

Team &

Individual

Capacity

Actions have been taken to increaseActions have been taken to increase

individuals and teams ability to enact theindividuals and teams ability to enact the

business vision and operate effectively inbusiness vision and operate effectively in

the new environment.the new environment.


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Cultural

Capacity


The organization has the assessed theThe organization has the assessed the

alignment of the current culture with thealignment of the current culture with the

change process built new values andchange process built new values andbehaviors as appropriate to support it.behaviors as appropriate to support it.


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ChangeChange

LeadershipLeadership

Module 5 Change Leadership

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Transcript of Module 5 Change Leadership