Readings for this week to help with assignments: Change in Leaders One of the major reasons why organizations are unable to adapt to the fast-paced, changing environments of today is the lack of effective change leadership. Leaders who are successful in guiding their organizations through change are typically those who: · Embrace change in the environment as opportunities on which to capitalize. · Are vision artists—they can paint a picture of the future that is vibrant and clear to all · Have the ability to communicate to all levels of the organizations the values and attitudes that will promote change and adaptability. · Accept mistakes and the learned lessons they provide. · Are comfortable working in a world of uncertainty. In order to understand how to successfully lead change, it is essential to understand the types and process of change. Nahavandi (2012) proposed five different types of change. Type of change Description Planned Planned change occurs when leaders respond to a specific problem or pressure with a conscious effort. Unplanned Unplanned change occurs without an intention to address a problem. It is random or sudden. Evolutionary Evolutionary change does not occur all at once. It is a gradual process. Convergent This type of change, while evolutionary, is a result of specific actions that leaders take. Revolutionary or frame breaking This type of change is typically rapid and dramatic. Leaders play a key role in ensuring organizational change is successful. Leaders must ensure they create open and supportive cultures within organizations that encourage followers to be open to new ideas. Leaders must be both optimistic and supportive in their approach. Successful change leaders, according to Nahavandi (2012) focus on providing examples of positive change and its positive impact to encourage followers to adopt change, rather than pushing change by providing information and knowledge. Reference: South University Online. (2014). MGT3102: leadership: Week 5: change in leaders. Retrieved from http://myeclassonline.com Learn to Overcome Resistance The cycle of change often goes through several stages including denial, resistance, exploration, and commitment on the part of followers. In other words, just as we can count on change, we can count on resistance to change. Change usually involves some type of loss and an accompanying fear of the unknown. Therefore, resistance is not only inevitable, it is natural and understandable. When employees are amenable to change, it is easy for leaders to garner their support. However, how do leaders work through resistance to change? Ivancevich, Konopaske, and Matteson (2011) provided several helpful strategies for dealing with resistance to change. First, people need a reason to change. Second, having as many people as possible (from all levels of the organization) involved in planning, implementing, and managing the change will increase the likelihood of success. Third, communication abo ...

1. Readings for this week to help with assignments:
Change in Leaders
One of the major reasons why organizations are unable to adapt
to the fast-paced, changing environments of today is the lack of
effective change leadership. Leaders who are successful in
guiding their organizations through change are typically those
who:
· Embrace change in the environment as opportunities on which
to capitalize.
· Are vision artists—they can paint a picture of the future that is
vibrant and clear to all
· Have the ability to communicate to all levels of the
organizations the values and attitudes that will promote change
and adaptability.
· Accept mistakes and the learned lessons they provide.
· Are comfortable working in a world of uncertainty.
In order to understand how to successfully lead change, it is
essential to understand the types and process of change.
Nahavandi (2012) proposed five different types of change.
Type of change
Description
Planned
Planned change occurs when leaders respond to a specific
problem or pressure with a conscious effort.
Unplanned
Unplanned change occurs without an intention to address a
problem. It is random or sudden.
Evolutionary
Evolutionary change does not occur all at once. It is a gradual
process.
Convergent
This type of change, while evolutionary, is a result of specific
actions that leaders take.
Revolutionary or frame breaking

2. This type of change is typically rapid and dramatic.
Leaders play a key role in ensuring organizational change is
successful. Leaders must ensure they create open and supportive
cultures within organizations that encourage followers to be
open to new ideas. Leaders must be both optimistic and
supportive in their approach. Successful change leaders,
according to Nahavandi (2012) focus on providing examples of
positive change and its positive impact to encourage followers
to adopt change, rather than pushing change by providing
information and knowledge.
Reference:
South University Online. (2014). MGT3102: leadership: Week
5: change in leaders.
Retrieved from http://myeclassonline.com
Learn to Overcome Resistance
The cycle of change often goes through several stages including
denial, resistance, exploration, and commitment on the part of
followers. In other words, just as we can count on change, we
can count on resistance to change. Change usually involves
some type of loss and an accompanying fear of the unknown.
Therefore, resistance is not only inevitable, it is natural and
understandable. When employees are amenable to change, it is
easy for leaders to garner their support. However, how do
leaders work through resistance to change?
Ivancevich, Konopaske, and Matteson (2011) provided several
helpful strategies for dealing with resistance to change. First,
people need a reason to change. Second, having as many people
as possible (from all levels of the organization) involved in
planning, implementing, and managing the change will increase
the likelihood of success. Third, communication about the
change should not be considered a one-time effort.
Communication needs to be ongoing and designed to educate
and prepare employees for the change and its effect. Fourth,
leaders need to identify champions or supporters of the change
at all levels of the organization, especially powerful, influential

3. people. Finally, leaders should work to create a learning
organization that has imbedded within it the capacity and
flexibility to accept and to seek constant learning, growth, and
change.
There are several specific methods that Nahavandi (2012) also
suggested that can be used to reduce resistance to change. One
of these methods is providing information. Leaders should use
this method when there is a lack of information about the
change or when there is fear of the unknown. Leaders should
use employee engagement in the change process when people do
not have all the information they need. This strategy can be
time consuming but can generate new ideas and alternatives.
When people are resisting change due to fear, leaders should
use a process of facilitation and support. Nahavandi (2012)
suggested this in the only option when adjustment is the cause
of resistance. Negotiation and agreement should be used when
there can be both winners and losers during the change process.
When nothing else works leaders can bypass resistance through
promises. This, however, can lead to mistrust and resentment.
Finally leaders can use power or coercion when there is no time
or nothing else works. Although this is effective and fast in the
short term to end resistance it can lead to morale problems.
Reference:
South University Online. (2014). MGT3102: leadership: Week
5: learn to overcome
resistance. Retrieved from http://myeclassonline.com
Learn to Lead in Crisis
Change comes in all shapes and sizes. Planned changes can
range from small changes in processes such as a schedule
change to an entire redesign of the way you make your product
or provide your service. What about changes that were not
foreseen? What about an unplanned change that occurs without
warning, often precipitating crisis?
In the past, the United States has faced many crisis situations,
such as the attack on Pearl Harbor in 1941, the bombing of the
Federal building in Oklahoma in 1995, and the events of 9/11.

4. In addition many of the economic issues both the United States
and the world have faced have led to chaotic and crisis
situations in organizations today. None of these events has
succeeded in destroying the nation's spirit and patriotic pride.
This is a result of leadership—leadership at all levels and across
the nation.
During crisis situations within a company, employees lose their
confidence and fear the situation might worsen if their leaders
do not take adequate steps. Companies lose when employees
panic. It is these times when they seek their leaders' help the
most.
When uncertainty and crisis strike the workplace, employees
depend on leaders to regain their belief. At such times,
managers need to be prepared to lead with confidence. Leaders
play a crucial role at this time. There are a number of things
leaders can do to ensure they lead with confidence during a
crisis. A leader must avoid becoming to formal, rigid and
inflexible. Leaders must stay on the offensive offering new
strategies, ideas and visions. They must stay proactive.
An essential task of a leader during a crisis is identified by
Robbins and Judge (2013). Leaders must manage the stress and
emotional reactions followers face associated with the
crisis.Leaders need to assess the level of intervention needed as
followers react to the crisis. In some cases, crisis debriefings
deliver crisis counseling in the workplace. Counselors are
trained in critical-incident stress debriefing. Specially trained
crisis-management professionals, , help workers better cope
with and understand their reactions to stress as a result of being
involved in or witnessing a crisis. Debriefings can create order
out of chaos by blending therapeutic counseling with
consulting. Debriefing focuses on moving forward, living, and
working productively.
In addition to debriefings, Robbins and Judge (2013) suggested
that leaders can increase formal communications with
employees. Keeping employees informed during a crisis
situation can reduce their levels of stress. Many companies have

5. offered employees voluntary leave in order to relax and
rejuvenate after a crisis situation. This has been effective in
dealing with the stress associated with a crisis (Robbins &
Judge, 2013). Finally wellness programs have been found to be
very effective in reducing the stress associated with a crisis.
South University Online. (2014). MGT3102: leadership: Week
5: learn to lead in crisis.
Retrieved from http://myeclassonline.com
Case in Point
You are probably so used to seeing Starbucks coffee shops
everywhere that you might not realize the company went from
just 11 stores in 1987 to 2,600 in the year 2000. This incredibly
rapid growth sprang from the company's ability to create a
unique experience for customers who wanted to buy its distinct
brand of lattes and mochas wherever they found themselves. At
Starbucks' core, there was also a culture of treating each
customer as a valued guest who should feel comfortable
relaxing and taking in the ambience of the store. Whether you
were in the company's founding location in Seattle, Washington,
or at the other end of the country in Miami, Florida, you knew
what to expect when you went to a Starbucks.
This uniform culture was truly put to the test in the face of
massive expansion, however, and by 2006 Starbucks' chairman
and former CEO Howard Schultz knew something had gone
wrong. Schultz and Gordon (2011) noted that "As I visited
hundreds of Starbucks stores in cities around the world, the
entrepreneurial merchant in me sensed that something intrinsic
to Starbucks' brand was missing. An aura. A spirit. The stores
were lacking a certain soul." Starbucks' performance had
become lackluster, with hundreds of planned store openings
being canceled and hundreds more stores being closed.
So, Schultz took the dramatic step of coming back as CEO and
engaging in a companywide effort to change the corporate
culture back to what it had been before its expansion. All 7,000
Starbucks stores were closed for a single afternoon as part of a
training effort of 135,000 baristas. Quality control was a

6. primary mission; baristas were instructed to pour every glass of
espresso like honey from a spoon, to preserve the flavor. This
emphasis on quality over speed ran counter to the principles of
mass production, but it was just what the company needed to
ensure it could retain its culture. Espresso machines that
obscured the customers' view were replaced with lower profile
machines that allowed baristas to look directly at guests while
making beverages. And "assembly-line production," like making
several drinks at once, was discouraged in favor of slowly
making each drink for each customer.
Schultz is convinced his efforts to take the culture back to its
roots as a neighborhood coffee shop—one entranced with the
"romance of coffee" and treating every customer as an old
friend—has saved the company. Today, Starbucks earns more
than $10 billion in annual revenue and serves more than 50
million customers a week around the globe.
After reading the above case, consider the following questions:
· What factors are most likely to change when a company grows
very rapidly, as Starbucks did? How can these changes threaten
the culture of an organization?
· Why might this type of radical change process be easier for
Starbucks to implement than it would be for other companies?
· Schultz's change initiative might succeed at another company
that emphasis values customization and high levels of customer
service, but how would it need to differ at a firm that
emphasizes speed and efficiency of service?
Reference
South University Online. (2014). MGT3102: leadership: Week
5: case in point.
Retrieved from http://myeclassonline.com
MORE ON GE and CHANGE - Your assignment shares a quote
from Jack Welch on Change...
If you take the URL address in the assignment you will find the

7. actual full letter from Jack Welch. Below is specifically what he
had to say about change.
Relishing Change
"We've long believed that when the rate of change inside an
institution becomes slower than the rate of change outside, the
end is in sight. The only question is when. Learning to love
change is an unnatural act in any century-old institution, but
today we have a Company that does just that: sees change
always as a source of excitement, always as opportunity, rather
than as threat or crisis. We're no better prophets than anyone
else, and we have difficulty predicting the exact course of
change. But we don't have to predict it. What we have to do is
simply jump all over it! Our moves in Europe, Mexico, Japan
and the rest of Asia during the '90s were risky, richly-rewarded
big swings at fast-breaking change, as was our leap into
digitization, and more recently our decision to acquire
Honeywell. We strive every day to always have everyone in the
organization see change as a thrilling, energizing phenomenon,
relished by all, because it is the oxygen of our growth."
GE Annual Report. (2000). Letter to share owners. Retrieved
from http://www.ge.com/
annual00/letter/page2.html
Some of you expressed an interest in the videos I have posted
previously. Here are some applicable for this week.
Although this is an ad for Professor John Kotter (well known
speaker and author on change leadership) learn about his 8 steps
in this video...
http://www.youtube.com/watch?v=ijCuvSejKD0
Here is a 3 minute clip of Kotter's book Leading Change

8. http://www.youtube.com/watch?v=GlafZZYHAfM
About Resisting Change
http://www.youtube.com/watch?v=hcz1aZ60k7w
Chapters:
Listening to Out-Group Members
Overcoming Obstacles
These chapters are in
https://reader.brytewave.com/app/#/book/MjA4NzQw/MQ==
Assignment:
To support your work and demonstrate achievement of learning
outcomes, be sure to incorporate the key relevant material from
your reading as well as outside academically credible resources.
All sources should be credited using APA which includes both
reference and applicable intext citations.
Dealing with Change
Keki Dadiseth, retired Unilever business executive, followed
some basic rules that can trigger change (Goleman, Boyatzis, &
McKee, 2002). They are described below:
· Focus people's attention of the underlying issues and solutions
to create a common ground and understanding about what needs
to be changed and why.
· Focus on the ideal, combining resonance-building leadership
styles to get people talking about their hopes for the future and
tap into the dedication people feel for the organization.
· Move from talk to action.
Helping people realize the reason or need for change is one of
the strategies that leaders should use to overcome resistance to
change. A related concept in organizational literature is
readiness for change.
Dadiseth's rules, as stated above can be understood within the
context of creating readiness for change. Based on these rules,
what steps can leaders take to prepare followers for change?
How exactly does readiness for change impacts resistance for

9. change and the likely success of change initiatives?
Jack Welch, former CEO of General Electric, said, "We've long
believed that when the rate of change inside an institution
becomes slower than the rate of change outside, the end is in
sight. The only question is when" (GE Annual Report, 2000).
· What did Mr. Welch mean by this statement?
· What are some ways in which leaders can overcome change?
Have you ever as a leader demonstrated courageous leadership?
What happened? What did you do? How did your actions affect
the followers? What lessons did you learn?
References:
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal
leadership: Learning to
lead with emotional intelligence. Boston, MA: Harvard
Business School.
GE Annual Report (2000). Letter to share owners. Retrieved
from http://www.ge.com/
annual00/letter/page2.html
Journal

10. Entry
3
Due:
Friday,
September
19
Please
keep
separate
from
your
homework:
• Clearly
write
out
in
words,
and
discuss
the
differences
between
lim! →! � � = ∞,
lim! →! � � = �,
and
lim! →! � � = ∞.

11. Journal Entry 2
Due: Friday, September 19
Please keep separate from your homework:
· Write down the idea of a limit in your own words.
· Think of an example of an application or mathematical model
where a sudden change would be appropriate, and write about it.
· Section 1.4 from the text, #10