Innovation HAS TO HAPPEN. What happens if change is planned and
no one wants to follow it?
Slide 3
Change Leaders What an organization needs are Change Leaders.
These are people who are actually responsible for getting things
done. Executives Vice Presidents Senior Level Managers Middle
Managers Line Managers Supervisors Workers.
Slide 4
Change Leaders Change Leaders have to be open to new ideas and
accept orders readily. Change Leaders
------------------------------- -Confident of Ability -Willing to
take risks -Seizes opportunity -Expects surprise -Makes things
happen Creativity and Innovation Status quo Managers
------------------------------- -Threatened by change -Bothered by
uncertainty -Prefers predictability -Supports the status quo -Waits
for things to happen Promotes and actively supports Avoids and even
discourages
Slide 5
Models of Change Leadership Top-Down Change Senior Managers
Organization Top Down Change
Slide 6
A lot of top down changes fail because there is no support.
Everyone has to support it if plans are going to work. Further, it
is not good enough to simply say that change is coming. Action has
to be taken.
This is change that comes from any part of the organization,
not just top management. Could be small things, could be large
change. Starts as suggestions, some lead to implementation.
Slide 9
Integrated Change Leadership This is using the best of both
worlds. Jack Welch became the CEO of General Electric in 1981.
Became known for major cuts and re-organization of the
organizational structure.
Slide 10
Integrated Change Leadership THE TOP -Layoffs, -Workforce cuts
and reorganization THE BOTTOM -Asking everyone for opinions on
change -Suggestions for reassessment - Town-Meetings.
Slide 11
Transformational and Incremental Change Some changes are
unplanned. Good managers look for opportunities. Reactive Change
Responds to events as or after they occur. Planned Change Lines up
with the plan that the organization made. Performance Gap
Slide 12
Transformational Change These are massive changes that change
the shape of an organization.
Slide 13
Incremental Change The opposite of Transformational Change.
Organizations work to improve existing systems and ways of doing
things. They do not try to reinvent the wheel.
Slide 14
Forces and Targets for Change What are some external forces
that can require companies and organizations to come up with
changes? Either transformational or incremental.
Slide 15
Forces and Targets for Change Tasks The nature of work
(represented by the mission, objectives and strategy), job designs
too. People The attitudes and competencies of the employees and the
Human Resource systems that support them. Culture The value system
of the company, and the norms that guide employee behaviour
Slide 16
Forces and Targets for Change Technology The operations and
information technology used to support job designs, arrange
workflows, and integrate people and machines in systems. Structure
How the organization runs, lines of authority, communications,
etc.
Slide 17
Leading Planned Change One of the hardest jobs a manager has to
deal with, is preparing the employees for change. Humans like
stability. We like habits. We like patterns and rhythms. Changes,
big or small, stress a lot of people out. Managers, as change
agents, need to be aware of this and deal with these problems.
Slide 18
Phases of Planned Change There are three phases. Try to think
about your own lives while we go through this. The first is called
Unfreezing. It is the period when a situation is prepared for
change. You have to create a feeling that change is needed. If
performance is dropping, or if people notice that there are
problems or opportunities, it can be easier to fight
resistance.
Slide 19
Phases of Planned Change The second phase is simply called
changing. This is when the changes are made. Management identifies
the new ways to behave, work, etc. Action is taken to put the
changes into place in the areas chosen for change.
Slide 20
Phases of Planned Change The last phase is called refreezing.
This is when the changes are stabilized. Employees have to be made
to start accepting the changes. Support has to be provided so that
employees can get used to the new ways of doing things. This is a
good time for rewards based on performance, and positive
reinforcement. It has to be done properly, or changes will be
forgotten.
Slide 21
Apply this to you guys. Unfreezing You get told/find out/ask to
come to school in Canada. Have to prepare for a totally new
experience. -Leaving what you know for something you dont.
Slide 22
Apply this to you guys. Changing You arrive. You have to
adjust, figure out the rules, figure out the differences between
what you are used to and the new situation. Figure out how to deal
with everything at once.
Slide 23
Apply this to you guys. Refreezing We try to provide resources
for your success, policies for you to follow, rewards (and negative
reinforcement) for certain behaviours, etc.
Slide 24
Change Strategies There are three main ways of getting people
to do things differently. All have very different behaviours from
you (the management) and all have the potential for very different
consequences.
Slide 25
Force-Coercion This is when managers believe that people are
motivated by self-interest. Change is pitched to these people by
using rewards and punishments. Once weaknesses are found by
management, they are used to put pressure on employess. 1. Forcing
Strategy 2. Political Manouevering
Slide 26
Force Coercion Using this alone is not the best option. It
produces limited lasting results. Best used as an unfreezing
device. The behaviour you want only lasts as long as the
rewards/punishments keep coming.
Slide 27
Rational Persuasion This method uses data and arguments that
make sense to try to convince the employees that change is
necessary. Can be used to unfreeze and refreeze. This works better
than force-coercion because employees can see that change is needed
and can see the benefits of the new system. An example of this
would be sending employees to see another company in action to see
how they do something.
Slide 28
Shared Power Strategies This is the most democratic of the
three. Managers engage their employees to figure out what they
think needs to be done. Power is shared to make the employees feel
like they are part of the process. If they do things that they all
decided on, they will feel good. A good feature of this system is
that allows employees to be creative.