Leadership & change management, lecture 7, by rahat kazmi
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Leadership & change management, lecture 7, by rahat kazmi

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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, ...

This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture.


Hope it was beneficial to you.

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Leadership & change management, lecture 7, by rahat kazmi Leadership & change management, lecture 7, by rahat kazmi Presentation Transcript

  • LEADERSHIP AND CHANGE MANAGEMENT - CHANGE PROCESS AND ITS IMPLEMENTATION - 6-CHANGE MODELS CHANGE TECHNIQUES LECTURE 6 BY RA HAT KAZMI PREPARED BY: RAHAT KAZMI SEPTEMBER 2010Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultantVist the website: www.softskillsexperts.com
  • Objectives  Discuss change process and its implementation  Discuss 6-Change Models  To have concluding discussion about each change techniqueFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Process and its ImplementationsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Managing the Change Preparation for Change:  Environmental analysis.  Win the support of key  Set out the strengths and individuals weaknesses of the  Identify the obstacles organisation  Determine the degree of  Identify the change risk and the cost of required change  Determine the major issues  Understand why change is  Identify and assess the key resisted stakeholders  Recognize the need for change, identify current position, devise a suitable methodFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Managing the ChangeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Building the Vision  Develop a clear vision  Make it people clear about what a change involves and how they are involved in it  What is involved  What is the proposed change  Why should we do it  What the major effects will be  How we can manage the changeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Building the VisionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Building the VisionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Plan the Change • Devise appropriate • Produce action plans for strategies to introduce change monitoring the change • Design the change • Allow people to participate in planning change • Identify the significant steps in the change process • Get all parties involved in and committed to the change • Discuss the need for change and the full details of what is • Inspire confidence by involved forestalling problems and communicating regularly • Allow people to participate in planning change • Devise a sensible time scale for implementation of change • Communicate the plan to all • Anticipate the problems of concerned implementation • Produce a policy statement • Understand why change is • Devise a sensible time scale resistedFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Implementing the Change  Check on and record progress  Be willing to compromise on  Make sure that change is detail permanent  Ensure that strategies are  Evaluate the change adaptable  Improve on any weak areas  Select people to champion change  Overcome resistance  Provide support and training  Involve all personnel affected  Monitor and review  Keep everyone informed  Devise an appropriate reward systemFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Implementing the ChangeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Two Types of Change (1) Step Change: (2) Incremental change:  Dramatic or radical change  Ongoing piecemeal change in one fell swoop which takes place as part of  Radical alternation in the an organisation‟s evolution organisation and development  Gets it over with quickly  Tends to more inclusiveFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Do Organisations Need to be Identical?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Do Organisations Need to be Identical?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Techniques to Help Implement Change  Teams building across units  Internal communication  Negotiation  Action planning  Change agents or champions of change  And a certain amount of compulsion manipulationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Agents Managers should be able to act as change agents:  To identify need for change  Be open to goods ideas for change  To able to successfully implement changeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Advantages of Using a Change Agent:  Forces trough change  Becomes the personification of the process  Responsibility for change is delegated thus freeing up senior managers to focus on future strategyFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Helping people to accept change  Consider how they will be affected  Involve them in the change  Consult and inform frequently  Be firm but flexible  Make controversial change as gradually as possible  Monitor the change  Develop a change philosophyFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Monitor and Review  Adapt as necessary  Recording and monitor the changes  Measure progress against targets  Have the desired results been achieved?  Has the process been successful?  How do those affected feel about the new situation?  What might have been done differently?  How can those not responding well to the change be helped?  Sustain the change.- prevent any back slidingFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Management Failures What Not To Do: [Ways to increase resistance to change] [Managers can increase resistance by]  Failing to be specific about a change  Failing to explain why change is needed  Not consulting  Keeping people in the dark  Creating excess work pressure  Expecting immediate results  Not dealing with fears and anxieties  Ignoring resistanceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Reasons Why Change Can Fail • Employees do not understand the purpose or even the need for change • Lack of planning and preparation • Poor communication • Employees lack the necessary skills and/ or there is insufficient training and development offered • Lack of necessary resources • Inadequate/inappropriate rewardsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 50 Reasons Not to ChangeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Negotiation Ethics  Lying about bottom line expected & sanctioned  Misleading legal statements not likely problem – caveat emptor (“hire a lawyer”)  Reasons for positions not expected to be believed REASONS FOR NEGOTIATION  Often very convincing  facts rather than opinion  Material or immaterial,  harmless puffing or bluffingFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Eight Common Reasons for Failure of Change Management • Allowing too much complexity • Failing to build a substantial coalition • Failing to understand the need for a clear vision • Failure to clearly communicate that vision • Permitting roadblocks against that vision • Not planning for short term results and not realising them • Declaring victory too soon • Failure to anchor changes in corporate culture (John Kotter)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • 6-Change ModelsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 1: The 4-D Process of Appreciative InquiryFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 2: The Kuebler-Ross Model of Change Emotion Shock Acceptance Anger Bargain Depression Denial TimeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 3: John Kotter’s Change Model 1. Establish a sense 2. Create a 3. Develop a of urgency coalition clear vision 5. Empower 4. Share the people to vision clear obstacles 6. Anchor the 7. Consolidate and 8. Secure short- change keep moving term winsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 4: The Change Journey (HUMAP) 1. Preparation: 2. Starting the 3. Living the 4. Creating skills change journey: change journey: for working in -Getting prepared for -Getting everybody -Living the new reality constant change: change journey: known involved and engaged -Using strengths -Learning from the and unknown by joint planning, -Solving problems experience, -Exploring & -Understanding A to B measuring and changing -Developing new skills, understanding reasons journey the change -Being prepared for and alternatives -First moves & actions -Becoming aware what future changes, -finding common mind towards the goal works and what doesn’t -Being able to chnage set: balance between things fast top-down & bottom-up -Choosing change models -Finding right partners ? -Agreeing the rules and principles -Making first plans -Discovering change B forums A C DFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 5: Cyclical Process Framework (CFAN) Change at Team & Change at Individual Levels System Level Nurture Establish a framework that sustains Monitor & the change Communicate Make the change Goals visible to all Exploring and creating meaning Coach and Mentor Help individuals to master change Review Design new structures, processes Facilitate Check-In and procedures Apply tools Build trust that initiate among diverse change processes stakeholders Experiment Celebrate Initiate and Highlight support communities achievements and of practice honour champions Envision Develop a sense of a better future for all Analyse Understand needs, processes & structures and foresee resistanceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Change Model 6: Theory U (Otto Scharmer) Downloading Performing by past patterns operating from the whole Open Mind embodying suspending Seeing Prototyping the new by with fresh eyes Open linking head, heart, hand Heart redirecting enacting Sensing Crystallizing from the field vision and intention Open Will letting go letting come Presenting connecting to SourceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Overcoming Resistance to ChangeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Overview Some hard When Technology and People meet … facts Some ‘inconvenient truths’ Symptoms, diagnosis, and … treatmentFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • This is war; make no mistake To Overcome Your Opponent, You Must First Understand Him Sun Tzu The Art of WarFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • This is war; make no mistakeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • This is war; make no mistakeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Why Do Technology Projects Fail? • The number one reason: – resistance to change • According to 2006 Global Business Practices Survey: “Staff resistance to change is a factor that complicates roughly half of all technology implementation projects and severely threatens about one in ten”Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Why Do Technology Projects Fail?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Resist or Not Resist?  People Don‟t Resist Change, they Resist Being Changed. Peter BregmanFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Fears about Change Analytical Driver •not enough information •loss of control •making a wrong decision •failure •being forced to decide •lack of purpose Amiable Expressive •damaged relationships •being ignored •confrontations •being asked for detail •not being recognised •being linked with failure or effortsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • How to Overcome Resistance to Change?  Kotter and Schlesinger  6 Approaches 1.Education and Communication 2.Participation and Involvement 3.Facilitation and SupportFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • How to Overcome Resistance to Change? 4.Negotiation and Agreement 5.Manipulation and Co-optation 6.Explicit and Implicit CoercionFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Attractive Alternative  „To leave the comfort of the status quo, most individuals need to believe that the change is truly imperative and that there is a more attractive alternative‟Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Resistance Behaviours Pre launch Post launch Design & Assessment & Assessment Baseline Buy in Structuring Re-assess Review Re-assess Review Document MigrationExecutives Individual panicbehaviours bargaining acceptanceManager Individual panicbehaviours Active resistance Bargaining Passive resistance acceptance panic panic panicGroup Active resistance Active resistancebehaviours Bargaining Passive resistance acceptanceFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Pre-implementation Reassurances  It‟s (just) a technology implementation  It‟s (just) business as usual  It‟s (just) an infrastructure project  It‟s (just) a piece of software …Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • And When it Comes to the User • If we explain the business rationale, people will understand • If we tell them what will change, people will adjust • If we give them application training, people will use the systemFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Management’s Expectation?  People will naturally fall in line (and do as they‟re told)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • The Reality?  Behavior is more complex than that  Everyone has different driversFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Truth No.1  The technology is *just* the tool – the desired outcome is „to do something differently‟ = transform (part of) the businessFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • OutcomeFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Truth No.2 Business Transformation is a process - not a productFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Outcome (With apologies to any vegetarian and vegan students)Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Truth No.3  Technology is never the promised silver bullet – not all business problems are solvable by automationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Truth No.4  No sophisticated technology system can be used „off the shelf‟ – there will always be a need for customizationFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Truth No.5 Inefficient Processes + New Technology = Failure Upgrading or automating a dysfunctional process: … same problems, just faster and harder to fixFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Before You Do Anything Else: Get your key people involved and… fix what‟s broken first!Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Preparing for the Implementation 1. Secure C-level Sponsorship 2. Bring in independent experts 3. Talk with your people, not just at themFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Understanding Reluctance Change may be psychologically painful, but uncertainty about the end-state is more painful Fear of loss is a powerful motivator Loss of what?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of status No More Mr. Big Shot?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of Expertise “I have no idea what I‟m doing anymore”Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of Privilege No more working from home?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of Team Cohesion No longer part of the winning team?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of Purpose I used to know where we were headed …Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Loss of Job Get ready to pound the pavement again?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • How to Recognize Resistance  Dysfunctional behavior; territorialism  Passive resistance; apathy (lack of interest)  Cling to inefficient work methods  Jealously guard expertise; no sharing  Politicized environmentFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Discussion About Loss Which behaviors link to which fears? What are the risks?  to the team?  to the project?  to the individual? What if the fear is justified?Follow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • How to Counter Resistance One-on-one conversation Acknowledge, discuss, Resolve Focus on CAUSE of behaviorFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Most People … Do NOT like surprisesFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • The Answer? Get everyone together and communicateFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Most managers …  Already feel overwhelmed with „special projects‟ – don‟t need another headache  Feel uncomfortable with „difficult‟ conversationsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Learn to Ask Staff for Input:  Talk about the problem, not the solution  Focus on positive outcomes and benefits  Tap into collective memories  Provide forum for sharing experiences  Involve users in defining new roles  Use peer-mentoringFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Make Time for Your Top Performers  Fact: most managers spend 80% of their time with the 20% that are poor performers  Stop it! Face time one-on-one with the boss should be a reward; an earned privilege, and recognition for a job well- doneFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Find a Mentor!  Use mentor as a sounding board  Ask for help dealing with internal politicsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Partnering With Stakeholders  Bottom-up solutions enhance ownership  Managing by results, not by process gets a lot more work finishedFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • The Good News: • Humans are actually very adaptive and, as always, evolve to suit new worldsFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Coming Out the Other End …a new day..or DAWN • It‟s all about trust – in the system and in each other  Model desired behavior – do as I do…..not do as I say - and most will followFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant
  • Contact Us Soft Skills Experts 138 Wandsworth Bridge Road Fulham London SW6 2UL United Kingdom Tel: +44 772 822 9192 Email: rahat@SoftSkillsExperts.comFollow him on Twitter: twitter.com/srahatkazmi orJoin Facebook Fan’s page : facebook.com/TrainingConsultant