Change Leadership Leading Significant Change

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Change Leadership Leading Significant Change

  1. 1. Strategic Change Leadership Tony Warner
  2. 2.  Recruits, doesn’t just hire  Breathes vision into people  Models positive behavior  Challenges, provokes  Is intellectually stimulating  Doesn’t interfere, has courage to let it happen  Discovers talents  Builds the habitat for creativity  Instills ownership
  3. 3. Creates the capacity for ongoing change
  4. 4. STRATEGIC LEADERSHIP  Definition - Ability to anticipate, envision, maintain flexibility and empower others to create strategic change
  5. 5. SUBSTANCE AND PROCESS IN STRATEGIC LEADERSHIP Strategic Leader Just-a-Strategist Doing the right Knowing the right things the right way SUBSTANCE things to do Visioning Time Focusing on the right things. Deadwood Just-a-Manager Doing the wrong Getting things things poorly done well PROCESS Implementing Getting things done the right way.
  6. 6. 1. Determining the organization’s purpose or vision 2. Exploiting and maintaining the organization's core competencies. 3. Developing the organization's human capital. 4. Sustaining an effective organizational culture. 5. Emphasizing and displaying ethical practices. 6. Establishing balanced organizational controls.
  7. 7. What’s Organizational Change? ….is the management of realigning an organization to meet the changing demands of its business environment, including improving service delivery and capitalizing on business opportunities, underpinned by business process improvement and technologies. It includes the management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.
  8. 8.  Change leader  A change agent who takes leadership responsibility for changing the existing pattern of behavior of another person or social system.  Change leadership.  Forward-looking.  Proactive.  Embraces new ideas.
  9. 9. Change Status quo Leaders Managers •Confident of ability •Threatened by •Willing to take promotes Creativity change risks avoids and and •Bothered by •Seizes opportunity actively and even Innovation discourages uncertainty •Expects surprise supports •Prefers predictability •Makes things •Supports the status happen quo •Waits for things to happen
  10. 10.  Top-down change.  Strategic and comprehensive change that is initiated with the goals of comprehensive impact on the organization and its performance capabilities.  Driven by the organization’s top leadership.  Success depends on support of middle-level and lower-level workers.
  11. 11.  Bottom-up change.  The initiatives for change come from any and all parts of the organization, not just top management.  Crucial for organizational innovation.  Made possible by:  Employee empowerment.  Employee involvement.  Employee participation.
  12. 12. External forces for Internal forces for change: change:  Globalization  Arise when change in  Market competition. one part of the system  Local economic creates the need for conditions. change in another part of  Government laws & the system. regulations.  Technological  May be in response to developments. one or more external  Market trends. forces.  Social forces and values.
  13. 13.  Organizational targets for change:  Tasks  People  Culture  Technology  Structure
  14. 14. Kurt Lewin’s Change Model Unfreezing phase. People come to realize that the old ways of doing things are no longer appropriate, and that change is needed. This recognition may occur as a result of an obvious crisis, or from the Unfreeze leaders’ efforts to describe threats or opportunities not yet apparent to most people in the organization. An organizational “catharsis” of some kind is often necessary before the shell of complacency and self-righteousness is broken open, and prejudices against major change removed. Change Changing phase. People look for new ways of doing things and select an appropriate and promising approach. Refreezing phase. The new Refreeze approach is implemented and it becomes established.
  15. 15.  Phases of planned change  Unfreezing  The phase in which a situation is prepared for change and felt needs for change are developed.  Changing  The phase in which something new takes place in the system, and change is actually implemented.  Refreezing  The phase of stabilizing the change and creating the conditions for its long-term continuity.
  16. 16. How Organization Development Works Diagnosis Intervention Evaluation Gathering & Taking Following analyzing collaborative up to Achieve Establish a data, setting action to reinforce terminal change change implement and support relationship relationship objectives desired change change Changing Refreezing Unfreezing Planned Change Process
  17. 17. Strategic Change Process A type of organization change that realigns an organization's 7-S’s Strategy Structure Systems Skills, Staff, Style ...to fit within a new competitive advantage
  18. 18.  FORCE-COERCION  RATIONAL PERSUASION  SHARED POWER
  19. 19. Change Strategy Power Bases Managerial Behavior Force-Coercion Legitimacy Direct forcing and unilateral action Using position power to Rewards create change by decree Political maneuvering and formal authority Punishments and indirect action Rational Persuasion Informational efforts Using credible knowledge, Creating change through demonstrated facts, and rational persuasion and Expertise logical argument empirical argument Shared Power Participative efforts To share power and involve Developing support for Reference others in planning and change through personal implementing change values and commitments
  20. 20.  Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better – King Whitney, Jr  We must become the change we want to see – Mahatma Gandhi  Men make history, and not the other way round. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better – Harry S Truman
  21. 21. WHY???
  22. 22.  FEAR OF UNKNOWN  DISRUPTED HABITS  LOSS OF CONFIDENCE  LOSS OF CONTROL
  23. 23.  POOR TIMING  WORK OVERLOAD  LOSS OF FACE  LACK OF PURPOSE  INGAINED IN THE CULTURE
  24. 24.  Education and communication  Participation and involvement  Facilitation and support  Facilitation and agreement  Manipulation and co-optation  Explicit and implicit coercion
  25. 25.  Change comes from tinkering  Tinkering is an iterative loop  Iteration provides opportunity for new information to be put into action plan  New information can be an innovation driver
  26. 26. Plan Do Define the system Try the change plan on small Questions and predictions scale Plan to answer the who, Collect data what, when, where Begin analysis of data questions- objectives Act Study Adopt, abandon or Complete analysis of data continue decision Compare data to What changes need to predictions be made Summarize what was Plan continuous learned improvement
  27. 27. 1. Increase Urgency 2. Build the Guiding Team 3. Get the Right Vision 4. Communicate for Buy-In 5. Empower Action 6. Create Short Term Wins 7. Don’t Let Up 8. Make Change Stick
  28. 28. Tactical Implementation Steps Analyze the organization and its need for change: look at the company's history of changes (successes and failures), patterns of resistance; analyze the forces for and against change (Force field analysis) Create a shared vision and common direction: this should reflect the values of the company; the vision should include the rationale, the benefits, personal ramifications Develop a non-threatening and preferably participative implementation process: skillfully present plans, make information readily available; explain the benefits for end users; start small and simple; go for quick wins; publicize successes Separate from the past: create a sense of urgency
  29. 29. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)  The PMBOK® is an inclusive term that describes the sum of knowledge within the profession of project management  PMBOK® Guide Identifies and describes that subset of the project management body of knowledge that is generally accepted
  30. 30.  Project Management differs from other management efforts…  Projects are generally very complex  Projects progress in ―phases‖  Each phase has unique & different goals, challenges, timelines and products  Project Managers must bring together the specific expertise needed to address unique phase challenges, release those experts when complete, and bring together a new set of experts for the next phase
  31. 31.  Project Management concepts and skills  ―Industry independent‖—concepts and skills transcend industry boundaries  Universally applicable to different fields of work—project management concepts can be applied to various fields and disciplines such as Recruiting, Performance Management, Retention Programs  Effective project managers must have strong technical skills in their respective field  To be an effective project manager in the Human Resources profession—you must first be a competent HR Manager! 35
  32. 32. Performance Target Cost Schedule COST - SCHEDULE - PERFORMANCE
  33. 33.  Stakeholders  Anyone actively involved, or have an interest at stake in the project  May have influence, responsibility, and authority over the project  Project Team  Individuals that are performing the project work  Typically involves the use of cross-functional teams  Project Management Team  Project team members that have management responsibilities for the project
  34. 34.  Project Manager  The individual with overall responsibility for the project  Project Sponsor  The individual with the authority and resources needed to champion the project effort  Typically functions as the linking pin between the project and the parent organization  Customer  The individual/organization that represents the end-user of the project’s resulting product or service
  35. 35.  Project Integration Management  Ensure that the various elements of the project are properly coordinated  Project charter  Project plan  Change control  Project Scope Management  Ensure that the project includes all of the work, and only the work required, to complete the project successfully  Work breakdown structure A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
  36. 36. Common Pitfalls of Implementation Change took more time than allocated Unforeseen problems surfaced Coordination of implementation activities was ineffective Competing crises distracted attention Insufficient capabilities and skills of those involved in the implementation
  37. 37. Support a strong leader role: the change advocate role is critical to create a vision, motivate employees to embrace that vision and craft a structure to reward those who strive toward realization of the vision Line up political sponsorship: broad based support is important (both formal and informal support); identify target individuals and groups whose support is needed; define the critical mass of support needed; identify where each key player is on the continuum (from "no commitment", "may let it happen", "help it happen" to "make it happen" Craft an implementation plan: this plan maps out the effort
  38. 38. ―People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.‖ John P. Kotter, The Heart of Change
  39. 39. Conclusion Implementing change is both an art and science. How a Manager implements change can be almost important as what the change is. Effective change involves listening to the various “voices” within the organization and to the requirements of a particular situation.
  40. 40. The End Questions ?

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