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Grow through change research overview Mar 2013 cc

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Grow through change research overview Mar 2013 cc

  1. 1. What DrivesResistance to Change? A Leader’s Perspective Sponsor: Assentire Ltd www.assentire.net © Assentire Limited 2012 Researcher: Rod Willis rod.willis@assentire.net
  2. 2. Is this research Important? 70% of all change initiatives fail (HBR).http ://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG Resistance to Change is often cited as the number one reason why a change program has not delivered to the level that was anticipated. Organisations need to respond to turbulent market conditions. Needing to achieve more with fewer resources is a common theme we hear daily in the media, be this public, private or non-profit sectors.
  3. 3. The Prime Research context Sixteen change leaders (past and present) via semi-structured interviews created the prime data. Combined experiences spanning > 55 organisations. Operating within Oil and Gas, Professional and Financial Services, Public sector, including two District Councils and a Police Collaboration Programme. © Assentire Limited 2012
  4. 4. It’s not new after all! Just some of the articles How to Deal with Resistance to Change  (Lawrence, 1954) A person-centred approach to dealing with resistance to change  (Coghlan, 1993) 7 Transformations of Leadership  (Rooke and Torbert, 2005) Beyond talk: creating autonomous motivation through self-determination theory  (Stone et al., 2009) Reframing resistance to organizational change  (Thomas and Hardy, 2011) © Assentire Limited 2012
  5. 5. The Problem of Change“Change is occurring at an ever increasing pace in all phases ofman’s life. People fear change because it upsets their way ofdoing things and threatens their security. This feeling is balancedby a desire for new experiences and for the benefits that come as aresult of change” (BURNS, J. E. 1966. THE PROBLEM OF CHANGE. Industrial Management, 8, 1.) © Assentire Limited 2012
  6. 6. Resistance to ChangeSymptoms by Theme Top 5 by number of references identified with “*” © Assentire Limited 2012
  7. 7. Resistance to Change Symptoms by Leaders Perception Top 5 by number of references identified with “*” © Assentire Limited 2012
  8. 8. Is Resistance in the Eye of the Beholder?As I reflected on the 1/3rd of quotes not directly responding to Resistance to ChangeI became curious, wondering if there was a link between“Leadership Transformational Levels” and the success of change programs?To answer this question is beyond the scope of this work, but to investigate alittle more, I made direct contact with David Rooke, who providedthe following paper “Organizational Transformation as a Function of CEOs’Developmental Stage1” (Rooke and Torbert, 1998), as well as the followingstatement:“You are definitely onto something that I think is really significant. I haveAttached an article written by Bill Torbert and myself some years ago that doesindeed point to the link between the action logic of the senior leader and thedegree of change and the shorter version of this that appeared in Systems Thinker.The sample size is of course too small for any substantial claims to be made”.(email Rooke April 2012) © Assentire Limited 2012
  9. 9. Implications for Change Programs Top 5 by number of references identified with “*” © Assentire Limited 2012
  10. 10. Change Programs under-performing Could this be why? Top 5 by number of references identified with “*” © Assentire Limited 2012
  11. 11. Resistance to Change Symptoms and the “Grow Through Change” Framework © Assentire Limited 2012
  12. 12. Thoughts for the dayResistance to Change, has our view actually changed since 1954? “New research finds reality gap’ in the capability of UK plcs 8 million managers, undermining attempts to boost economic growth” (CIPD 3rd of May 2012)“Insanity is doing the same thing, over and over again, but expecting different results” (Albert Einstein) Thank you for your time © Assentire Limited 2012
  13. 13. It’s not new after all! Books for considerationLeading and Managing Change 1: Purpose (Heron, 1999, Pink, 2011, Jung, 1995, Sinek, 2011) 3: Communication (Patterson, 2002, Wright, 2009, Gallwey, 1986) 4: Change Dynamic (Black, 2008, Conner, 2006, Hurst, 2002, *Kim and Mauborgne, 2003)Ensure a safe environment to enable learning and change 2: Relationship Health (Covey, 2006, Kotter and Cohen, 2002, *Welsh NHS Confederation, 2008, Schutz, 1994)Leading and Managing Individual and Group Transition 6: Group Dynamic (Jaques and Salmon, 2008, Senge, 1994, Senge, 2006, Thornton, 2010) 5: Personal Dynamic (Argyris, 2008, Cartwright, 2004, Deci, 1997, Hawkins and Smith, 2006, Lawrence and Nohria, 2002)Transformational Leadership Frameworks (*Rooke and Torbert, 2005, *Jr., 2006, Collins, 2005, Barrett, 2011, *Michael J. Zickar, 2008) A link for the books available from Amazon is available at http://www.assentire.net/Resources.aspx References prefixed with an * are Papers, please contact me for more details if you would like the full reference. © Assentire Limited 2012
  14. 14. References for Journals introduced at the start of the presentationCOGHLAN, D. 1993. A person-centred approach to dealing with resistance to change. Leadership & Organization Development Journal, 14, 10.LAWRENCE, P. R. 1954. How to Deal with Resistance to Change. Harvard Business Review, 32, 49-57.ROOKE, D. & TORBERT, W. R. 2005. 7 Transformations of Leadership. Harvard Business Review, 83, 66-66.STONE, D. N., DECI, E. L. & RYAN, R. M. 2009. Beyond talk: creating autonomous motivation through self-determination theory. Journal ofGeneral Management, 34, 75-91.THOMAS, R. & HARDY, C. 2011. Reframing resistance to organizational change. Scandinavian Journal of Management, 27, 322-331. © Assentire Limited 2012

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