This document outlines a presentation on leading change in Rotary clubs. It discusses why change is needed, types of changes, components of planning change, losing and regaining stability during change, the learning curve of change, and managing resistance to change. The presentation provides academic concepts and frameworks for planning and implementing change successfully in Rotary clubs. It emphasizes that change is difficult but necessary for survival, and that leaders play an important role in guiding clubs through the change process.

1. Leading Change In Rotary Clubs
Leading Change
In Rotary Clubs
Rotary International Convention 2012
Bangkok
2012 May 8 1

2. Leading Change In Rotary Clubs
The Panelists
 Meredith Green
 Richard Clarke
 David Stocks
2012 May 8 2

3. Leading Change In Rotary Clubs
Structure of this breakout session
 Presentations for about 35
minutes.
 A Question & Answer period for
about 55 minutes including
discussion of your experiences
and concerns.
2012 May 8 3

4. Leading Change In Rotary Clubs
Expectations for the presentation part
 After the presentation, you will know
concepts and vocabulary for planning
and managing changes.
 You will also have confidence in the
academic foundation for change
management practices.
2012 May 8 4

5. Leading Change In Rotary Clubs
Expectations for the whole session
 You will have fresh ideas for leading
your clubs in new directions and a
framework for planning and managing
the desired changes.
 You can apply the same concepts at
different levels of Rotary.
 You will forgive our point of view
 Europe & North America
2012 May 8 5

6. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The learning Curve
 Resistance
2012 May 8 6

7. Leading Change In Rotary Clubs
Is “Change” needed in Rotary?
“It is not the strongest species that
survive, nor the most intelligent but
the ones that are most responsive
to change.”
Charles Darwin
“Change is not necessary. Survival is
optional.”
W. Edwards Deming
2012 May 8 7

8. Leading Change In Rotary Clubs
What should NOT change in Rotary?
“…any great organization that has lasted
over the years owes its resiliency to being
willing to change everything about itself
except its beliefs.”
Thomas J. Watson, Jr.
Our Beliefs:
 Service Above Self.
 They profit most who serve the best.
 Truth, fairness, mutual benefit, goodwill.
2012 May 8 8

9. Leading Change In Rotary Clubs
Is “change” difficult?
“there is nothing more difficult to
arrange, more doubtful of success,
and more dangerous to carry
through than initiating change”
Niccolo Machiavelli, 1514
2012 May 8 9

10. Leading Change In Rotary Clubs
Are changes happening in Rotary?
 Club adopts the Club Leadership Plan.
 Incoming Club President demands
change to pre-payment of meals.
 TRF introduces on-line contributions.
 New service projects are chosen.
 Club changes meeting time from lunch
to breakfast.
2012 May 8 10

11. Leading Change In Rotary Clubs
Do leaders have a role in change?
 PRIP Richard King: “The Club
President’s job is to change the club
from what it is to what it should be.”
 RIP Banerjee says “change” is one of
the three emphases in his theme.
 Jean Riboud tells us: If you want to
innovate, to change a club, you must
be willing to do what is not expected.
2012 May 8 11

12. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The learning Curve
 Resistance
2012 May 8 12

13. Leading Change In Rotary Clubs
Types of changes - 1
• Externally driven
• Affects multiple clubs
• Little control over the result
Evolution Conflict
Club Membership New Rules for
Youth Exchange
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8

14. Leading Change In Rotary Clubs
Types of changes - 2
• Internally driven
• Affects a single club
• Measurable results
Planned Emergent
Change from lunch Adjust a fund-
to breakfast raising project
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8

15. Leading Change In Rotary Clubs
Types of changes - 3
Evolution Conflict
Club Membership New Rules for
Youth Exchange
Planned Emergent
Change from lunch Adjust a fund-
to breakfast raising project
Derived from Van de Ven and Poole (1996). Academy of Management Review
2012 May 8

16. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The learning Curve
 Resistance
2012 May 8 16

17. Leading Change In Rotary Clubs
Components of a planned change
 An defined need with measurable results
 A solution decision by Club leadership
 A Project to be managed by a committee
 Change Management – a job for Club
leaders
2012 May 8 17

18. Leading Change In Rotary Clubs
A sample defined need
 A club meets at lunch.
 Membership is declining.
 Departing members say they can’t attend
a lunch meeting.
 Some former members are joining a
breakfast club in a nearby town.
 Some members are leaving Rotary
completely.
Club leaders need to stop members leaving.
2012 May 8 18

19. Leading Change In Rotary Clubs
Components of a planned change
A solution decision by Club leadership:
 Change meeting time from lunch to breakfast
A Project to be managed by a committee:
 Find a new meeting place
 Negotiate menu and price
 Arrange for storage of regalia
Change Management – a job for Club leaders:
 Explain the reasons for the change
 Explain what will change and not change
 Allow members to influence the change
 Manage resistance
2012 May 8 19

20. Leading Change In Rotary Clubs
How should we measure the success of
a planned change program?
It does not matter how wonderful the
breakfast meeting arrangements are.
The change program is only successful if…
…members stop leaving!
2012 May 8 20

21. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The Learning Curve
 Resistance
2012 May 8 21

22. Leading Change In Rotary Clubs
A stable Rotary club
ROTARY CLUB ENVIRONMENT
Service People Service
Goals Delivery
Processes
Technology
Structure
…in a complex context
2012 May 8 22

23. Leading Change In Rotary Clubs
Club environment components
 Familiarity
 Motivation
 Culture
People
 Methods  Web site
 Procedures  Accounting
 Recognition  Social media
Processes Technology
Structure
 Leadership
 Committees
 Roles and responsibilities
2012 May 8 23

24. Leading Change In Rotary Clubs
Change and Adoption
 Change is a process, not an event
 Changes require a transformation
of personal frames of reference
 No pain, no gain
2012 May 8 24

25. Leading Change In Rotary Clubs
The personal change process
“It takes courage to
CURRENT
UNFRAME
release the familiar and
SITUATION
seemingly secure to
embrace the new. But
I must let go! there is no real security
My comfort is gone!
in what is no longer
meaningful.”
Alan Cohen
2012 May 8 25

26. Leading Change In Rotary Clubs
The personal change process
CURRENT TARGET
UNFRAME TRANSITION REFRAME
SITUATION SITUATION
Can I adapt?
I must let go! Can I learn this?
My comfort is gone! Will I re-gain comfort?
Time
2012 May 8 26

27. Leading Change In Rotary Clubs
The personal change process
CURRENT TARGET
UNFRAME TRANSITION REFRAME
SITUATION SITUATION
 confusion
 stress
 unchanelled energy
 criticism and conflicts
 nostalgia for the “good old days”
 The Learning Curve
Time
2012 May 8 27

28. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The Learning Curve
 Resistance
2012 May 8 28

29. Leading Change In Rotary Clubs
The basic learning curve
Internalization
Commitment
Contact
Time
adapted from Lewin (1947) and Przybylinski, Fowler, & Maher (1991)
2012 May 8 29

30. Leading Change In Rotary Clubs
Is “change” difficult?
“men are generally incredulous,
never really trusting new things
unless they have tested them by
experience.”
Niccolo Machiavelli, 1514
2012 May 8 30

31. Leading Change In Rotary Clubs
We go through stages when we climb the curve:
some faster, some slower
Internalization
Commitment Adoption
Trial
Understanding
Awareness
Contact
Time
2012 May 8 31

32. Leading Change In Rotary Clubs
We go through stages when we climb the curve:
some faster, some slower
Internalization
Commitment Adoption
Trial
Understanding
Awareness
Contact
Time
2012 May 8 32

33. Leading Change In Rotary Clubs
Leaders help members up the curve
Internalization
Commitment Adoption
Trial Reinforcement
Understanding Coaching
Education
Awareness
Contact
Communication
Time
adapted from Przybylinski, Fowler and Maher (1991)
2012 May 8 34

34. Leading Change In Rotary Clubs
Leading change effectively
 Dissatisfied with the current situation
 Clear vision of the desired situation
 Understands the impact on individuals
 Shows commitment publicly
 Demonstrates commitment in private
 Constant and prolonged support
Adapted from ODR. Inc.
2012 May 8 35

35. Leading Change In Rotary Clubs
Cascading Leadership
Authorizing
Leader
Reinforcing Reinforcing
Leader Leader
Reinforcing Reinforcing Reinforcing Reinforcing
Leader Leader Leader Leader
Member Member Member Member Member Member Member Member
2012 May 8 36

36. Leading Change In Rotary Clubs
Leading Change in a Rotary Club
 Authorizing leadership from the
President is essential.
 Reinforcing leadership from Directors &
committee chairs is essential.
 Club leadership team must develop a
consensus before the change program
begins.
2012 May 8 37

37. Leading Change In Rotary Clubs
Responsibilities of members in the
change process
 Ask why the change is necessary
 Clarify the impact that the change will
have on them
 Determine how and to what extent
they can influence the change
 Be proactive in researching
information on the change
2012 May 8 38

38. Leading Change In Rotary Clubs
Real life is a series of changes:
avoid the Big Bang
Continuous
improvement
Education
Reinforcement
Coaching
Education
Communication
Time
adapted from Przybylinski, Fowler and Maher (1991)
2012 May 8 39

39. Leading Change In Rotary Clubs
Agenda
 Why should we discuss this topic?
 Types of changes
 Components of a planned change
 Losing and regaining stability
 The Learning Curve
 Resistance
2012 May 8 40

40. Leading Change In Rotary Clubs
Is “change” difficult?
“The innovator makes enemies of all
those who prospered under the old
order and only lukewarm support is
forthcoming from those who would
prosper under the new.”
Niccolo Machiavelli, 1514
2012 May 8 41

41. Leading Change In Rotary Clubs
Keys to understanding resistance
The “merits” of the change are
irrelevant.
Most people only listen to the
radio station WIIT-FM
• What’s In It For Me
2012 May 8

42. Leading Change In Rotary Clubs
Distribution of adopters over time
Cumulative
16% resisters
adoption
34% late majority
34% advanced majority
13.5 % early adopters
2.5% innovators
Time
adapted from Raghavan and Chand (1989)
2012 May 8 43

43. Leading Change In Rotary Clubs
Distribution of adopters over time
Cumulative Unwilling 16% resisters
adoption
34% late majority
Unable
34% advanced majority
Unknowing
13.5 % early adopters
2.5% innovators
Time
adapted from Raghavan and Chand (1989)
2012 May 8 44

44. Leading Change In Rotary Clubs
Resistance has 100 faces
Overt
 Discrediting the promoters
 Discrediting the change
 We do things differently here
 It’s not practical enough
 It is the wrong time
Covert
 Silence
 Submission
2012 May 8 45

45. Leading Change In Rotary Clubs
Managing resistance: a win-lose approach
Eliminate resistance by threat, flattery, or
force.
Discredit resistance by appealing to the
need for conformity, appealing to
tradition, or by making the resisters feel
guilty.
Ignore the resistance by refusing to
recognise it or to acknowledge it.
2012 May 8 46

46. Leading Change In Rotary Clubs
Managing resistance: a win-lose approach
Eliminate resistance by threat, flattery, or
force.
Discredit resistance by appealing to the
need for conformity, appealing to
tradition, or by making the resisters feel
guilty.
Ignore the resistance by refusing to
recognise it or to acknowledge it.
2012 May 8 47

47. Leading Change In Rotary Clubs
Managing resistance: a win-win approach
Express clearly what must change and
why.
Encourage the expression of resistance.
Listen!
Explore. Ask about the reasons for
resistance.
Thank the persons for their collaboration.
If you have learned something, say so.
2012 May 8 48

48. Leading Change In Rotary Clubs
Managing change: Summary
 Change is a reality for all of us
 Change disrupts a stable club
 Change needs un-framing and re-framing
 We must help people up the learning
curve
 Change needs cascading leadership
 Members can help to make the change
 Resistance is real but can be managed
2012 May 8 49

49. Leading Change In Rotary Clubs
That completes the Presentation part.
Please share your experiences…
 …with changes that went well
 …with obstacles to change
 …with changes that went poorly
Questions welcome!
2012 May 8 50