Mapping Organizational Change

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  • Why?Group exercise with turning toward each other – remember and come back toPeople fear loss more than we value gainSeeing change in rising generations – Generation Flux, Fast company, robertSafian
  • Some more likely to be adaptive
  • So how do these create barriers to change and how can we deal with thatIn adaptive leadership – balcony – one way is focus on different frames
  • I wanted to cover some on the frames before we got into stages of change so that we can keep that in the back of our mindsSo let’s look at stages of change
  • Mapping Organizational Change

    1. 1. Mapping Organizational Change Kristina Boone, Ph.D., Professor and Department Head Department of Communications and Agricultural Education Kansas State University ACE 2012
    2. 2. Change is Difficult• Organizations thrive on routine and status quo• Management is about status quo; leadership is about change• Organizations, like people, may have hidden commitments that block change• Change requires continuous adaptation; adaptation means loss or letting go• The life cycle of change will involve a dynamic shift in knowledge; we don’t know all the answers initially – THAT’S DISCONCERTING!
    3. 3. Adaptive v. Technical ChallengesExample Technical AdaptiveMedical Broken arm High blood pressurePrinting Poor registration because Missing delivery of part that needs to be deadlines, workfl replaced ow issues
    4. 4. Six Mindsets of Adaptive Leadership• Conserves essential values and capacities• Experiments pervasively; maintains learning focus• Scans whole environment for new challenges• Improvises responsively• Models consistent orienting values; visibly uses organization’s rudder• Takes losses; accepts failure recognizing that we are asking people to take risks
    5. 5. Addressing Adaptive Challenges• Get on the balcony (participate and observe)• Identify adaptive elements of challenge and technical aspects• Regulate distress (heat up or cool down system)• Maintain disciplined attention and prevent work avoidance• Give the work back• Do not protect leadership from opinions
    6. 6. Productive Zone of Disequilibrium (Heifetz, Grashow & Linsky, Adaptive Leadership) Limit of tolerance Productive zoneDisequilibrium of disequilibrium Threshold of Change Adaptive Challenge Technical Challenge Time
    7. 7. Work Avoidance• Hold on to past• Blame authority• Scapegoat• Deny problem• Draw conclusion too quickly• Distract attention
    8. 8. Staying in the Zone Regulate Distress and Prevent Work AvoidanceIncrease heat in system Decrease heatGive more responsibility Address technical aspectsBring conflict to surface Employ structureProtect dissenting voices Reclaim responsibility, temporarilySeek other perspectives Slow down process
    9. 9. Frames in an Organization (Bolman and Deal, Reframing Organizations)Frames Structural Human Political Symbolic ResourceCentral Rules, roles, Needs, skills, Power, Culture,Concepts goals, relationships conflict, meaning, policies, competition, metaphor, technology, org. politics ritual, environment ceremony, stories, heroes Complexity Visibility
    10. 10. Reframing Organizational Change (Bolman & Deal, Reframing Organizations)Frame Barrier to Change Essential StrategiesStructural Loss of direction, clarity and Communicating, realigning, stability; confusion, chaos and renegotiating formal patterns and processesHuman Resource Anxiety, uncertainty; people Training for new skills, feel incompetent and needy participation and involvement; psychological supportPolitical Disempowerment; conflict Creation of arenas where between winners and losers issues can be renegotiated and new coalitions formedSymbolic Loss of meaning and Creation of transition rituals; purpose; clinging to the past mourn the past, celebrate the future
    11. 11. ReferencesBolman, L.G. & Deal, T.E. (2008). Reframing Organizations: Artistry, Choice, and Leadership (4th ed). San Francisco: Jossey- Bass.Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. Boston: Harvard Business Press.Kegan, R., & Lahey, L. (2009). Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization. Boston: Harvard Business Review Press.

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