Leading change

1 ©Copyright by AB. PRASAAD
A PRESENTATION
By
A B PRASAD
INTERPERSONAL RELATIONS
LEADING CHANGE

“NOTHING ENDURES
BUT CHANGE….”
Heraclitus
- Greek Philosopher

“ CHANGE IS THE LAW OF LIFE AND
THOSE WHO LOOK ONLY TO THE PAST
OR PRESENT ARE CERTAIN TO MISS THE
FUTURE.”
-John F Kennedy

Globalization, digital media and
mobile adoption has revolutionized
the way of running business

Fluctuations in the economy, pressure to
sustain oneself in a competitive
environment, regulations etc. are forcing
companies to relook at their processes and
business models

In this dynamic business
environment change is imperative

Successful adaptation to change is
crucial

Pace of change is itself increasing
• Man is said to have been in existence for the past
50,000 years
• If we divide this period into lifetimes of 62 years
each, there have been about 800 lifetimes
• Of these,full 650 lifetimes were spent in caves

Pace of change(contd.)
• Only during the last 70 lifetimes has it been
possible to communicate from one lifetime to
another--through writing
• Only during the last 6 lifetimes did man ever see a
printed word
• Only during the last 4 lifetimes has it been
possible to measure time with precision

Pace of change (contd.)
• Only in the last 2 lifetimes has anyone anywhere
used an electric motor
• And the overwhelming majority of all material
goods we use in our daily lives today have been
developed within the present,the 800th lifetime

• The human nervous system therefore has difficulty
accepting the present day rate of change.
• The challenge for today’s managers is to learn to
manage change.
• This implies a need for management by
anticipation in contrast to unplanned, unmanaged
and chaotic change.
The pace of change

Five characteristics change agent
• Clear Vision
• Patient yet persistent
• Help people to think (Asks tough questions)
• Knowledgeable and leads by example
• String relationships built on trust
• Approachable and reliable

The secrets of successful change management
• Identify the need for change
• Accept and agree that there is a benefit in
changing
• Engage with key stake holders and those affected
by these changes
• Communicate proactively the change and benefits
for the organization and people
• Take action to move forward
• Initiating change is one thing and sustaining it is
another

Large scale organizational change (LSOC)
• The survival and prosperity of organizations
depend on their ability to effectively to efficiently
plan and implement LSOC
• Many organizations have attempted to implement
pervasive and deep LSOC
• According to Mckinsey only 30% of change
initiatives are successful
• Designing and implementing changes based on
traditional thinking and leading is failing

General concepts of LSOC
• Complexity
• System Wide
- Business perspective
-People perspective
• Ongoing
• Embracing change not controlling it
• Time
• Integration and alignment

• Change is a constantly evolving
opportunity

Types of Change
• Evolutionary change or Natural change.
• Revolutionary change or Forced change.
• Planned change.

Two perspectives
There are two perspectives to Change
management.
• Organizational change management.
• Individual change management.

TYPES OF CHANGE
• Routine, incremental change.
• Large scale organizational change

Organization
Mckinsey’s Seven-S Framework
Environment influences and forces you to change
Staff
Structure
Strategies
Styles
Systems
Skills
Technical
System
Social
System
Super
Ordinate
Goal
As Open Socio Technical System

Behaviour
Thinking
Feelings
Personality
The Individual
Beliefs
Attitudes
Values
Self Concept

Organizational effectiveness
Relationship between causal, intervening & out put variables
Causal variables Intervening variables Output variables
-Leadership strategies,
skills and styles
-Management decisions
-Organizational Philosophy
-Objectives,
-Policies
-Structure
-Technology etc.
-Commitment to objectives
-Motivation and morale of
members
Skills in :
-Leadership
-Communication
-Conflict resolution
-Decision making
-Problem solving etc
-Production (out put)
-Costs
-Sales
-Earnings
-Management union
relations
-Turn over etc.

THE SEVEN TRAITS OF CHANGE-READINESS
• Resourcefulness
• Optimism
• Adventurousness
• Passion/Drive
• Adaptability
• Confidence
• Tolerance for Ambiguity

RESOURCEFULNESS
• Effective at taking the most of any situation
• Good at utilizing resources that are available to develop
plans and contingencies
• See more than one way to achieve a goal
• Able to look in less obvious places to find help
• Have real talent for creating new ways to solve old
problems

OPTIMISM
• Is the glass half empty or half full?
• Pessimist observes only problems and obstacles
• Optimist recognizes opportunities and possibilities
• Optimists tend to be more enthusiastic and
positive about change.
• Abiding faith in the future and belief that things
usually work out for the best
• Very high optimism scores may lack critical
thinking skills

ADVENTUROUSNESS
• Inclination to take risks and desire to pursue the
unknown
• To walk the path less taken
• Love challenge
• Perform well during organizational shake-ups
• Proactive, initiate and create change
• Very high scores may indicate a tendency toward
recklessness

PASSION / DRIVE
• Passion is the fuel that maximizes all other traits
• With passion nothing appears impossible
• It shows level of dynamism, intensity and
determination
• Helps in overcoming problems and making the
new procedure work
• Very high scores may mean you are bullheaded,
obsessed and heading for burnout

ADAPTABILITY
• It includes flexibility and resilience
• Flexible people have goals but not overly invested
in them
• Plan A doesn’t work go for plan B
• Rebound from adversity quickly with minimum of
trauma
• Failure or mistakes do not throw them
• High scores may indicate lack of commitment

CONFIDENCE
• Confidence is the belief in ability to handle
• “I know I can swim across the channel, learn this
program, write this report”
• “I can handle whatever comes down the pike”
• Very high scores may indicate a cocky, know-it-all
attitude and lack of receptivity to feedback

TOLERANCE FOR AMBIGUITY
• One certainty about change is it spawns
uncertainty
• There is always an element of indefiniteness or
ambiguity
• Without tolerance for ambiguity, change is not
only uncomfortable; it is downright scary
• Very high scores may indicate difficulty in finishing
tasks and making decisions

The LSOC Cycle
Vision of a
Desired future
And change process
Meaningful action toward
vision; building internal
capabilities
Learning from
results of attempt to implement
Change; both buildup and breakdown
Commitment to desiredCommitment to desired
Future and ChangeFuture and Change
processprocess
Felt need for change
Stakeholders
Environm
pressures andrequirement
Environm
ental pressures
and requirem
ents

Implications for leadership: New Roles
Organizational
elements
Human needs Leadership
principles
Leadership
roles
Shared vision
And values
Sense of
meaning/purpose
Vision: seeing the
whole system
Visionary
Style/people Affiliation/inclusion Heart: caring for
people
Server
Power/politics Control Action: having
courage and free
will
Warrior
Systems, structures
and skills
Achievement Reality: focusing on
survival
Merchant

Expanded thinking
From traditional thinking To expanded thinking
Newtonianism Quantum physics, chaos theory
Mechanistic Organic
Separate parts Connectedness/wholeness
Results Process
Outer resources Inner resources
Science Spirituality
Sameness Diversity/plurality
Control over society Respiritization of society
Observable facts Intuitive wisdom
Profit/productivity Higher purpose/vision
Materialism Relationships

Old and New ways of leading
From traditional Leadership To Expanded Leadership
•Need to get the job done
•Reward individual performance
•Preoccupation with power and politics
•Short-term orientation at all costs
•Decision making based on external data
such as observable facts
•Treatment
•Fix the current system
•Align structures and systems to
maximize profit and efficiency without
regard for human needs
•Professional development focusing on
external knowledge and skills
•Need for meaning
•Reward team performance
•Preoccupation with purpose, values and
ethics
•Long-term orientation without
compromising values and principles
•Decision making includes data from
internal sources , such as intuition
•Prevention
•Create the future
•Align structures and systems to
maximize organizational and human
potential
•Personal development focusing on
internal wisdom and values

Resistance to Change
• The word change produces emotional reactions.
• It is not unusual for people to resist change and to want
to keep things as they are.
• The prospect of change is frightening to many people,
whether realistically or not.
• Why is ‘change such a frightening word to many people ?

Why do People resist Change?
• RESISTANCE TO CHANGE DEPENDS ON ATTITUDE
• PEOPLE WANT CHANGE
• WE CAN CHANGE OURSELVES
• WE CAN HELP PEOPLE TO CHANGE THEMSELVES
• THEY DO NOT RESIST CHANGE PERSE
• THEY RESIST THE METHODS OF INTRODUCING CHANGE
• THEY RESIST THE PROCESS OF INTRODUCING THE CHANGE
• THEY RESIST THE CONSEQUENCES OF CHANGE
• CHANGE CREATES A FEELING OF ANXIETY

• WHEN THE PURPOSE IS NOT KNOWN
• WHEN THEY ARE NOT CONSULTED
• WHEN THE CHANGE IS SUDDEN
• WHEN ENOUGH TIME TO ADJUST IS NOT GIVEN
• AS THEY HAVE TO UNLEARN
• WHEN EXTRA EFFORT IS NEEDED
• WHEN COSTS ARE HIGH
• WHEN THEY DOUBT THE FEASIBILITY AND
DESIRABILITY OF CHANGE
REASONS FOR RESISTANCE

REASONS FOR RESISTANCE (CONTD…)
• WHEN WORK HABITS GET AFFECTED
• DUE TO THE FEAR OF THE UNKNOWN
• WHEN THEY LACK THE TRUST IN THE CHANGE AGENT
• WHEN THEY LACK TRUST IN OTHERS
• DUE TO THE NEED FOR SECURITY AND DESIRE FOR
STATUSQUO
• WHEN IT AFFECTS EXISTING SOCIAL GROUPS
• WHEN IT IS AGAINST THEIR VALUES
But I am so comfortable ………

RESISTANCE TO CHANGE (CONTD…)
• THEY FEAR THE UNKNOWN AND ARE COMFORTED BY
THE FAMILIAR
• WHEN THE POWER STRUCTURE IS CHANGED
• WHEN IT CREATES NEW TECHNOLOGICAL CHALLENGES
• WHEN IT CONFRONTS APATHY
• WHEN THEY PERCEIVE THAT THE CHANGE IS
INTRODUCED FOR THE BENEFIT OF CHANGE
INTRODUCER
• WHEN IT CHALLENGES OWN IDEAS

HOW TO INTRODUCE CHANGE?
• BE FOCUSSED ON THE OBJECTIVES OF THE CHANGE
• PLANNED CHANGE IS A PROACTIVE APPROACH
• ENSURE THAT CHANGE IS DESIRABLE AND IT IS FOR THE
BETTER
• CHANGE FOR CHANGE’S SAKE IS BOTH FOOLISH AND
POTENTIALLY EXPENSIVE
• CHANGE NEEDS TO BE PORTRAYED IN POSITIVE TERMS
• CHANGE SHOULD BE FOR COMMON GOOD

• IDENTIFY STAKE HOLDERS
• INVITE SIGNIFICANT OTHERS TO PLAN
• PARTICIPATION OF THOSE LIKELY TO BE AFFECTED IS CRUCIAL
• PLAN THE PROCESS OF CHANGE
• DON’T TALK IN GENERAL TERMS SPECIFY WHAT YOU WANT
TO CHANGE
• SENSITIVITY AND UNDERSTANDING SHOULD BE DISPLAYED
WHEN DEALING WITH THOSE WHO MAY FEEL THREATENED BY
THE CHANGE
HOW TO INTRODUCE CHANGE? (CONTD….)

HOW TO INTRODUCE CHANGE ? (contd…)
• BEFORE CHANGING, STUDY THE WHOLE SITUATION
• ANTICIPATE RESISTANCE TO CHANGE
• LISTEN TO THE QUESTIONS TO IDENTIFY PROBLEMS
• WEIGH ALL THE METHODS OF INTRODUCING CHANGE
• THERE IS NO ONE BEST WAY TO MANAGE CHANGE
• BUILD TRUSTING WORK CLIMATE
• PROVIDE RESOURCES, DEVELOPMENT AND TRAINING TO
HANDLE THE CHANGE

HOW TO INTRODUCE CHANGE (CONTD….)
• COMMUNICATE RELENTLESSLY
• AVOID PERSONAL PREJUDICES
• ENSURE THAT THEY ARE SEEN TO BE ACTIVELY
ENCOURAGING COLLABORATION
• GIVE ENOUGH TIME TO THE PEOPLE TO ADOPT
• SET THE EXAMPLE
• BUILD-IN FEED BACK
• MANAGE THE TRANSITION
• EXTEND SUPPORT
• ENSURE THAT THE CHANGE IS MAINTAINED

“The process of becoming a
leader is much the same as
becoming an integrated
human being”
-Bennis and Goldsmith

Organizational change
starts with personal
change

Create dissatisfaction with
status quo and a sense of
urgency to change

It is not what great leaders
do that makes them
extraordinary but…..who they
are as human beings

Leading change

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