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8/8/2019 Term paper on chnage Management
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University of Central Punjab
Change Management
Term Paper on Guiding
Coalition
Submitted To:
PROF. SOHIAL SALEEM
Submitted By:
WASEEM AZAM L1F08MBAM2141
Section: B
Date of Submission: 03-01-2011
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GUIDING COALITION
AB TR ACT
No one person, no matter how competent, is capable of single handedly developing the right
vision, communicating it to vast numbers of people, eliminating all of the key obstacles,
generating short term wins, leading and managing dozens of change projects and anchoring
new approaches deep in an organization¶s culture. Putting together the right coalition of
people to lead a change initiative is critical to its success. That coalition must have the right
composition, a significant level of trust, and a shared objective. Building and maintaining a
powerful Guiding Coalition is always essential to a successful change effort. One person
can¶t do it all.
³A strong guiding coalition is always needed- one with the right composition, level of trust,
and shared objective. Building such a team is always an essential part of the early stages of
any effort to restructure, reengineer, or retool a set of strategies.´
Beyond trust, the element crucial to teamwork seems to be a common goal. Only when all the
members of a guiding coalition deeply want to achieve the same objective does real
teamwork become feasible. Similarly, putting people on your team whom you don¶t trust or
who don¶t trust others will defeat the purpose of the team. Obviously, it makes it difficult to
achieve a goal if all the members of the team don¶t agree with the goal. However, of the
three, I would think trust is most important. Trust can be used to build skills and even change
a point of view about a goal, but nothing great will happen without Trust.
One other important element of "the guiding coalition" is that it should contain individuals
from outside the normal hierarchy. As an operations initiative, your "Guiding Coalition"
might include senior and middle management from within the Operations team and perhaps
even the General Manager.
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GUIDING COALITION
TEAM
A group of elite soldiers or a leadership group of advisors or workers in an organization.
Teams are expensive and time consuming to launch, and leading a team is a full-time job.
Teams can do a great job of addressing complex problems and issues that affect many parts
of the organization and its people. Teams can address many business challenges, replacing
individual effort with group strength.
But teams are not always the best way to meet a business challenge. Teams are expensive and
time consuming to launch, and leading a team is a full-time job. Before you launch a team to
meet the tasks your organization has placed before you, consider whether or not you need a
team to get results.
Teams are a good choice for addressing complex problems and issues that affect many parts
of the organization and its people. Before you can decide whether or not you need a team you
will also need to determine if your organization is going to support a team. Without
organizational support, your team cannot easily achieve its objectives.
QUE TION TO FOR M A TEAM:
I the goal clear?
Will the team have the resources they need to succeed?
Does this really require a team?
Does this really require a team?
What is the relative importance?
Is there time?
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GUIDING COALITION
GUIDING COALITION
Why guiding coalition? Because major change is so difficult to accomplish, a powerful force
is required to sustain the process. No one individual, is ever able to develop the right vision,
communicate it to large numbers of people, eliminate all the key obstacles, generate short-
term wins, lead and manage dozens of change projects, and anchor new approaches deep in
the organization¶s culture. Weak committees are even worse. A strong guiding coalition is
always needed²one with the right composition, level of trust, and shared objective.
The right structure, membership, characteristics, roles and responsibilities, levels of
commitment and trust, and programmatic approach.
Def inition:
y Commitment and participation of management
y Involvement of process owners in design
y Formal power through hierarchical position
y Authority and leadership qualities
y R elevant experience, expertise and respect
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GUIDING COALITION
GU D G C AL T ST UCTU E: A TH EE-T E ED
APP ACH
.
Executi e
Leadershi
Team
Teams
Program Leader
Program
Leadershi
Team
Program
Owner
Senior
Leadershi
Team
Pro ject Team leaders
Program
Sponsor
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GUIDING COALITION
Leadership triangle
The Leadershi p Tr iangle must work in constant collaboration throughout the change effor t.
Included are the Program Sponsor, Program Owner, and Program Leader. Main ob jecti es
are to:
y Share information with each other concerning r isks and oppor tunities in the change
pro ject
y Resol e issues and work challenges affecting the success of theGuiding Coalition
y Suppor t and reinforce each other as change leaders
y Show up as a united and aligned team, full suppor ting the vision of the pro ject
y Agree on all organi ation changes
y Agree on communications
ProgramSponsor
Program
Owner
Program
leader
Executive leadershi p
Team
Senior leadershi p
Team
Program leadershi p
Team
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GUIDING COALITION
RE ON IBILITIE
Executive leadership team
Own the overall change effort and long-term resource commitment
Create the overall vision and strategy for the change effort
Agree to fundamental goals and outcomes for the change effort
Ensure that the vision for the change effort is aligned with the vision for the company
Secure executive buy-in to the change effort across the organization
Ensure senior management alignment and commitment mechanisms
Program Sponsor
Set direction plus expectations around pace, timing, results, etc.
Maintain alignment in the Executive Leadership Team
Select and coach key senior leadership owner(s) and Guiding Coalition members
Secure senior executive support and buy-in
Senior Leadership Team
Own the business case and the plan to achieve the change effort. Ensure that the change effort
is aligned with business objective. Establish boundaries for the improvement. Provide
resources and access across the organization and into their territories; eliminate barriers;
resolve conflicts. Actively contribute to the change effort through frequent working sessions
and related accountabilities.
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GUIDING COALITION
Provide continuity of operations, and implement changes. Mentor Program Leadership Team
members. Provide information and feedback in support of Program Leadership Team
activities and outputs. Monitor ongoing results, serving as counsel and "sounding board"
Maintain linkages to other company initiatives.
Program Owner
Share direct accountability - with the Program Leader - to the Executive Leadership Team for
quality, outcomes and results of the change effort. Link among the Senior Management
Team, the Executive Leadership Team, and Program Leadership Team. Create buy-in,
support, and alignment in the Senior Leadership Team. Develop the program structure; define
structure for decision-making. Secure ongoing funding, and maintain adjustments to budget
Select key Program Leadership Team members, considering their career
management/development opportunities.
Putting together the right coalition of people to lead a change initiative is critical to its
success. That coalition must have the right composition, a significant level of trust, and a
shared objective. Too often companies that start a change initiative create a low credibility
committee to drive the change. When this happens, thing slip along until the initiative falls
apart. These efforts are doomed from the start and, as a result, the company¶s competitive
position gets a little weaker and the industry leaders get a little further ahead.
T E IMPORTANCE OF TEAMS TO DECISION MAK ING
In a rapidly changing world, complex organizations are forced to make decisions more
quickly and with less certainty than they would like and with greater sacrifice than they
would prefer. It is clear that teams of leaders and managers, acting in concert, are the only
effective way to make productive decisions under these circumstances.
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GUIDING COALITION
FOUR QUALITIES OF AN EFFECTIVE GUIDING
COALITION
Position Power
Are the key players on board? Position power can often be used to ³block´ progress. Formal
authority/managerial skills. Each has the necessary influence and/or decision-making
authority within the organization to get things done.
Expertise
All relevant points of view should be represented so that informed intelligent decisions can be
made. Are the various points of view-in terms of discipline, work experiences, grade level, or
departments on the team? The group¶s combined experience, competency, background, and
worldview are both diverse and relevant to the change effort, enabling objective, informed,
and intelligent decisions. R elevant knowledge about what is really happening internally and
externally. Internal knowledge is often necessary for overcoming barriers and resistance.
Credi ility
The group should be seen and respected by those in the firm so that the group¶s
pronouncements will be taken seriously by other employees. Does the group have enough
people with good reputations so others will take their work and recommendations seriously?
Each believes in the vision of the change effort, wants the change, and is willing to fight for
it. Each has a solid track record and credibility so that his/her proposals will be taken
seriously.
Leadership
The group should have enough proven leaders to be able to drive the change process. The
groups include enough proven leaders to be able to drive the change process? Skills
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GUIDING COALITION
associated with vision, communication, and motivation. Each is a proven leader from the
organization who is able to drive the change effort.
This last point is particularly important. The Guiding Coalition should be comprised of both
managers and leaders who work together as a team. The managers keep the process under
control while the leaders drive the change. A Guiding Coalition with good managers but
poor leaders is likely to produce plans but not vision. It will vastly under communicate the
need for change and it will control rather than empower people. A Guiding Coalition that
has all leaders and no managers is unlikely to create the short-term wins necessary to sustain
a change initiative.
It is essential that the team develop a level of trust in one another. This is the glue that makes
the team function well. In today¶s world, team building has to happen quickly. Typically,
this occurs in an off-site with carefully facilitated activities that allows for team members to
make connections between both hearts and minds.
Constructing the right team and then combining a level of trust with a shared goal in which
the team believes can result in a guiding coalition that has the capacity to make needed
change happen despite all of the forces of inertia.
If you are an educational leader, how much time and consideration do you give to putting
together a team that has the right mix of skills, trusts each other, and agrees to the objective?
It doesn¶t make any sense to appoint people to your team just because it is their turn to be
grade level representative this year.
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GUIDING COALITION
WHAT CAN GO WRONG?
Ego
The individual does not have a realistic sense of his/her weaknesses and limitations, does not
appreciate the strengths of others, and will not subjugate his/her immediate interests for a
greater cause.
R eluctance
The individual has been included for political or unknown reasons, has not fully bought into
the change, has no sense of urgency, and does not participate fully.
Manipulation
The individual damages trust and respect by managing multiple agendas, playing people
against each other, and saying one thing and doing another.
Passive Aggression
The individual says the right thing, seems to go along with the program - but, behind the
scenes, and reverses personal decisions and plants seeds of doubt and destruction by talking
negatively about the effort and/or members of the Guiding Coalition.
Team Composition
The leader puts together a team that includes people from all grade levels or departments. The
group may include an up-and-coming leader in the organization, but it does not have the top
three or four individuals in the executive pecking order.
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GUIDING COALITION
Team Problems
Because everyone on the task force is busy, and because some are not convinced this is the
best use of their time, scheduling enough meetings to create a shared diagnosis of the firm¶s
problems and to build trust among the group¶s members becomes impossible.
A guiding coalition that operates as an effective team can process more information, more
quickly. It can also speed the implementation of new approaches because powerful people are
truly informed and committed to key managers.
You need both management and leadership skills on the guiding coalition, and they must
work in tandem, teamwork style. The former keeps the whole process under control, while
the latter drives change.
Your Guiding Coalition cannot afford to overlook this step. I believe this to be one of the
most critical steps in a Guiding Coalition life cycle - the right "guiding coalition" will be able
to meet roadblocks head on. The wrong or lack of support in this area has derailed many great
projects.
CREATING THE COALITION - HOW?
Guiding coalitions that make things happen:
FINDING THE RIGHT PEOPLE
y The head of the Department must be involved, engaged, and committed to the change
y The group must consist of people who show enthusiasm and commitment to the
process
y The group¶s membership must have strong position power, broad expertise and
diversity, and high credibility within their circle of influence
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GUIDING COALITION
y The group must consist of proven leaders who can drive the change, tout the vision,
and empower others, and good managers who can develop plans and control the
processes
y The group¶s membership must be devoid of large egos, those who gossip and create
mistrust, and those who are reluctant players
y Strong position power, broad expertise, high credibility
y Leadership and management skills
y Change group must share diagnosis of organizational problems, otherwise they¶ll not
agree on the cure.
y Create a ³search committee´ to nominate and vet potential candidates
y Communications needs to be ready to go
LEADER SHIP
According to Drucker leadership is based on four attributes
a) Leaders have followers,
b) Leadership is not a popularity contest,
c) Leaders are highly visible and set examples, and
d) Leadership is not a title or privilege; it is accountability.
Leadership failure often results from the failure to develop a coalition that understands the
end goal or the failure of the team to hold each member accountable for individual behaviors.
If leaders do not overlook developing a coalition, the leadership failure resides in the leader¶s
inability hold members of the coalition responsible for their role in the change initiative.
Once behaviors are inconsistent with actions, a lack of trust ensues and followers begin to
mentally exit the process.
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GUIDING COALITION
Leadership denoted that leaders are change agents who affect motivations or competencies in
other group members, which provide evidence that leadership, could pass from one member
in the group to the next.
CREATING TR UST
If there is not enough trust within the guiding coalition or between the coalition and the
employees, change efforts are doomed to fail. A lack of organizational trust will make change
efforts even more difficult²if not impossible. Trust is essential to the effectiveness of the
guiding coalition.
The Importance of Trust
High trust contributes to
y Effective problem solving
y Open and honest communication
y Willingness to cooperate
y The creation of a shared objective
R isk and reciprocity
Components of Trust
y Integrity (Honesty and truthfulness)
y Consistency (R eliability, predictability, and good judgment)
y Loyalty (Willingness to protect and save face for others)
y Openness (Willingness to share ideas and information)
y Competence (Technical, professional, and interpersonal skills)
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GUIDING COALITION
Developing trust causes barriers to come down, meaningful and honest discussion to take
place, and positive momentum to flow
Meetings should be formatted to minimize frustration, and events planned that encourage
bonding, sharing, and mutual understanding. Lots of talk and joint activities with the
employees, such as off-site events Trust must be raised to have people looking beyond their
small world.
Develop a common goal
Only when all the members of the group want to achieve the same objective does real
teamwork become feasible.
That objective should be anchored in a commitment to excellence and a real desire to change.
The group has to have the capability, in membership and method of operating, to guide a very
difficult change process ± creating a culture of sharing.
The number one internal problem is the lack of consensus among the leaders, followed
closely by frustration and apathy, resulting in the loss of desire and initiative to make
necessary changes. The past, present, and future leaders themselves have not reached a
consensus on the direction should be heading.
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GUIDING COALITION
HOW TO ENSURE COMMITMENT OF GUIDING
COALITION MEMBER S
y Encourage individuals to declare their commitment to the change effort to the
entire organization both orally and in writing
y Encourage individuals to view the change effort as a learning journey that will
support their personal growth and ability to leave a legacy
y Ensure that training and education are offered throughout the journey to enhance
individual competencies and marketable skills
y Ensure that, post-change, the careers of individuals will be handled respectfully
and professionally
If burn-out occurs, side-lining or exiting will be allowed
If bridges are burned, ³sponsor-led´ efforts to rebuild relationships will be
provided
If redeployed, meaningful opportunities will exist
If terminated, full external career management services will be offered
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GUIDING COALITION
R eference:
www.goolge.com/definitions
http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm
http://en.wikipedia.org/wiki/Forming-storming-norming-performing
http://www.projectsmart.co.uk/team-building.html
http://www.ccl.org/leadership/pdf/publications/readers/reader 414ccl.pdf
http://www.med.upenn.edu/oe/user_docs/GuidebookReader.pdf
http://www.change-management.com/tutorial-5-tips-competency.htm
http://www.articlesbase.com/extreme-sports-articles/things-to-do-before-you-start-team-building-
activitiesv
http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html