This document summarizes a monthly discussion on organizational change myths. It includes:
1) A discussion of cognitive biases like confirmation bias that can undermine organizational change efforts.
2) Questions about whether urgency around change is overstated and can undermine credibility. Different levels of urgency are discussed, from creating a sense of concern to destroying attitudes.
3) A note that while research supports creating urgency, practitioners are uncertain, and overstating urgency risks appearing insincere.
This talk explores whether theories in Organisational Change are based on facts or fiction & how we can build a more evidence-based approach
The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base
Definition and Structure - maybe the most difficult part. How do we agree axioms on which to build our practice?
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
This talk explores whether theories in Organisational Change are based on facts or fiction & how we can build a more evidence-based approach
The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base
Definition and Structure - maybe the most difficult part. How do we agree axioms on which to build our practice?
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Is the future of organisational change evidence based?ebbnflow
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
Trends From the Trenches - Are the FUGS — Fear, Uncertainty, Greed—Getting Yo...Andrea Simon
Healthcare Innovation: Trends From The Trenches
Are the FUGS — Fear, Uncertainty, Greed—Getting You Down?
Featured Speakers:
Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants
Kriss Barlow, RN, MBA and Principal of Barlow/McCarthy
The opening webinar takes an in-depth look at “Trends from the Trenches,” the major changes Andi and Kriss see taking place in healthcare today. And Change is Pain. What’s more, the FUGs—Fear, Uncertainty, Greed—get in the way of you “seeing, feeling, thinking and doing” in new ways. This webinar will give you practical tools to get rid of the “FUGs” and get you moving again.
Andi will discuss the very real pain of change, as well as the trends she is seeing in the field. She will then offer 6 ways you and your team can successfully innovate to respond to the dramatic changes confronting your organization. Kriss will examine the often-overwhelming challenges faced by physicians and healthcare providers at all levels of the industry, and share 2 case studies of companies that have undergone successful change.
Leadership and Management of Innovation (Eric James)Eric James
The leadership and management that supports and enables innovation can be a significant challenge. Being a truly effective leader involves a series of steps that are captured here in the INSPIRE framework. This involves working from the "inside out" (i.e., innovative leaders know that excellence starts with themselves), knowing the context, being able to effectively strategize, preparation, generating and integrating good ideas, re-examining the approach and executing plans effectively.
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
Neuroentrepreneurship symposium 2015 Academy of ManagementNorris Krueger
Joint research symposium applying insights from neuroscience to understanding entrepreneurship. Builds on the 2014 symposium which was SRO. This is a great crew so feel free to contact any of them
Building Change Capability Slideshare.pptxebbnflow
In this last #changethought talk we will covering:
- Why do we need to assess organisational change capability
- What are the building blocks of organisational change capability
- How the assessment works in practice
Relationships : An Evidence Based Approachebbnflow
What is the future of relationships in work and how does this impact on organisational change?
Are the psychological contracts in the modern workplace significantly different from those of the past and how does this impact on we manage Organisational Change?
Are potentially leading to lower supervision, increasing intensity of social exchanges, fewer face to face interactions etc
In this session I will be deep diving into the importance of relationships in Organisational Change and how they might be changing.
For the past two decades, #agile approaches have become part of the mainstream approaches to #projectmanagement but can they be applied to #organisationalchange ?
In the #changethoughts talk I will explore whether agile is just 'old wine in new bottles' or a proven approach to dealing with #change in a #vuca world.
In this #changethoughts talk I will cover:
- What is Agile?
- What is the history of Agile?
- Does Agile work in practice?
- Can Agile be applied to Organisational Change?
Is the future of organisational change evidence based?ebbnflow
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
Trends From the Trenches - Are the FUGS — Fear, Uncertainty, Greed—Getting Yo...Andrea Simon
Healthcare Innovation: Trends From The Trenches
Are the FUGS — Fear, Uncertainty, Greed—Getting You Down?
Featured Speakers:
Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants
Kriss Barlow, RN, MBA and Principal of Barlow/McCarthy
The opening webinar takes an in-depth look at “Trends from the Trenches,” the major changes Andi and Kriss see taking place in healthcare today. And Change is Pain. What’s more, the FUGs—Fear, Uncertainty, Greed—get in the way of you “seeing, feeling, thinking and doing” in new ways. This webinar will give you practical tools to get rid of the “FUGs” and get you moving again.
Andi will discuss the very real pain of change, as well as the trends she is seeing in the field. She will then offer 6 ways you and your team can successfully innovate to respond to the dramatic changes confronting your organization. Kriss will examine the often-overwhelming challenges faced by physicians and healthcare providers at all levels of the industry, and share 2 case studies of companies that have undergone successful change.
Leadership and Management of Innovation (Eric James)Eric James
The leadership and management that supports and enables innovation can be a significant challenge. Being a truly effective leader involves a series of steps that are captured here in the INSPIRE framework. This involves working from the "inside out" (i.e., innovative leaders know that excellence starts with themselves), knowing the context, being able to effectively strategize, preparation, generating and integrating good ideas, re-examining the approach and executing plans effectively.
.Change Management1We are often resist.docxhoney725342
.
Change Management
1
We are often resistant to change
https://www.youtube.com/watch?v=tIJNusYZXMA
2
Change in your organization—Getting started
4 Ps Group Exercise (15 min)
Decide on 1 major org change within the group
On flip chart paper create 4 columns
Project Name- what is the project?
Purpose- why are we changing?
Particulars- what are we changing?
People- who will be changing?
4Ps ContinuedProject NamePurposeParticularsPeople
Finally, consider:
What % of the Purpose is dependent on the People doing their jobs differently?
Change Models to Consider
Diffusion of Innovation and Attributes of Change Success (E. Rogers)
Adoption of change will vary among groups
Considerations for predicting success of the change
8 Steps for Leading Change (J. Kotter)
Moving forward and enacting the change
Roger’s Diffusion of Innovations
Roger’s Diffusion of Innovation
Dancing Man
Video
Roger’s Diffusion of Innovation
http://www.youtube.com/watch?v=fW8amMCVAJQ
8
5 Attributes that Determine the Success of the Change
Relative Advantage
Compatibility
Complexity
Trialability
Observability
Roger’s Diffusion of Innovation
Why do certain innovations spread more quickly than others?
Why do others fail? Diffusion scholars recognize five qualities that determine the success of an innovation.
Relative Advantage
The degree to which an innovation is perceived as being better than the idea it supersedes
“ How will this make my life easier/better?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as better than
the idea it supersedes by a particular group of users, measured in
terms that matter to those users, like economic advantage, social
prestige, convenience, or satisfaction. The greater the perceived
relative advantage of an innovation, the more rapid its rate of
adoption is likely to be.
Compatibility
The degree to which an innovation is perceived as consistent with the existing values, past experiences, & needs of potential adopters
“How well does it fit?”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as being
consistent with the values, past experiences, and needs of potential
adopters. An idea that is incompatible with their values, norms or
practices will not be adopted as rapidly as an innovation that is
compatible.
Complexity
The degree to which an innovation is perceived as relatively difficult to understand and use
“If you can’t explain it, they won’t try it.”
Roger’s Diffusion of Innovation
This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
Roger’s Diffusion of Innov ...
Neuroentrepreneurship symposium 2015 Academy of ManagementNorris Krueger
Joint research symposium applying insights from neuroscience to understanding entrepreneurship. Builds on the 2014 symposium which was SRO. This is a great crew so feel free to contact any of them
Building Change Capability Slideshare.pptxebbnflow
In this last #changethought talk we will covering:
- Why do we need to assess organisational change capability
- What are the building blocks of organisational change capability
- How the assessment works in practice
Relationships : An Evidence Based Approachebbnflow
What is the future of relationships in work and how does this impact on organisational change?
Are the psychological contracts in the modern workplace significantly different from those of the past and how does this impact on we manage Organisational Change?
Are potentially leading to lower supervision, increasing intensity of social exchanges, fewer face to face interactions etc
In this session I will be deep diving into the importance of relationships in Organisational Change and how they might be changing.
For the past two decades, #agile approaches have become part of the mainstream approaches to #projectmanagement but can they be applied to #organisationalchange ?
In the #changethoughts talk I will explore whether agile is just 'old wine in new bottles' or a proven approach to dealing with #change in a #vuca world.
In this #changethoughts talk I will cover:
- What is Agile?
- What is the history of Agile?
- Does Agile work in practice?
- Can Agile be applied to Organisational Change?
Psychological Safety : An Evidence Based Approachebbnflow
In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Organisational Change can create uncertainty & ambiguity which makes fairness of decision making critical to gaining employee's commitment.
This talk takes an evidence-based approach to how to improve employees perception of fair decision making during change.
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
Evidence Based Employee Engagement Slide Show.pptxebbnflow
Many decisions that organisations make about their people are made using employee engagement survey data. But “employee engagement is a tricky customer, often seen as contentious and woolly” (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
The talk explores the history of organisational change and its relevance to challenges organisations face today
This is the first of a series of talks with the to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Complex Systems - maybe the most difficult part. Organisations and change are complex systems. Do complex systems offer us some axioms or principles on which we can build our practice?
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base.
Neuroscience of Organisational Change - This will take us back to the basics of how our brains potentially deal with uncertainty and change.
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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1. Myth Busting
Organisational Change – Nos 2
Join the conversation 7-9pm GMT 7th September 2022
Presented by Alex Boulting
The aim of these monthly talks is to
crowd-source a body of knowledge from
people who have experience in
Organisational Change.
2.
3.
4. What’s the problem?
• Bayesian Updating - we hold onto our current beliefs & get into habitual ruts
• Active Inference – looking for confirmation of our world – confirmation bias
• Cognitive Candy - Highly intuitive – things generally are not simple KISS can make us stupid
• Waste of time & money - Could be learning other things
• Negative outcomes – could end up hurting people
• Undermine our practice – we loose credibility particularly other psychological practices
5. 04
03
02
01
01
02
03
04
03
02
01
01
02
03 04
S
L
E
I
Deduction
(inference from facts) Experts
Induction
(inference from observation) Education
Consultants
Institutions
Abduction
(inference from what you
‘know’ )
Knowledge
Pattern Matching
Agency
Practitioner Organisational
Stakeholder
Academic
Active Inference we seek
information that makes our
predictions of our reality true. This
‘reality’ is our mental model - a
bias. Our reality is a self fulfilling
perceptual prediction.
Authority – information that
is repeated within a systems
creates a ‘narrative’ where you
assume people know what they
are talking about. A relational &
conceptual beliefs.
Empirical – objective
observation used to test
hypothesis “seeing is believing”
- ‘empirical reality’ used in
evidence-based practice
Automatic –”Automatically
generated solutions without long
logical arguments or evidence”
subject to cognitive bias Experience
INTERNAL EXTERNAL
8. Is this a Valid Construct…?
COHERENCE
Definition + Scope + Relationship = Coherence and CONSTRUCT VALIDITY. How can we claim to
have a body of knowledge if we don’t have valid constructs?
RELATIONSHIP
No construct is an island so where is the body of knowledge that underpins Kotter & ADKAR when they
have no (or few) references in their books.
SCOPE
Space = Kubler Ross extrapolation from grief counselling to Organisational Change, Time = Kotter’s
19thC model applied to 20thC problems and Values Judgements = “brains hate change” extrapolation
from Neuroscience
DEFINITION
Precise distinctions from other concepts. Change Management = “people side of change” – a circular
tautology or clear definition?
Suddaby, R. 2010. Construct clarity in theories of management and organization. Academy of Management Review, 35: 346-357.
Construct = an abstract categorisation of observations - exist in our brain only ;)
9. Spotting a dodgy concept
01
02
03
04
05
LOGICALLY POSSIBLE
UNIQUELY & CLEARLY
DEFINED
MEANINGFUL MEASURES
PREDICABLE
ETHICAL
We cannot defy the laws of physics so there are no
miracles. Equally there is no ‘truth’ so there must be a
possibility of it being wrong.
Vague definitions are hard to disprove. New ideas might
be ‘old wine in new bottles’ which creates confusion and
narrows our understanding.
Clear terminology so that results can be reproduced by
others. Need to measure what we claim to observe. Does it
feel overly complicated?
Operationalising a construct means that it can consistently
predict outcomes and is testable. Is it correlation or causality?
Do we feel comfortable doing this even if it works? What impact will it
have on other factors?
10. 04
05
06
Cutting edge consultants
extrapolate findings to wide
applications
Managers become the evangelists
resulting in self-fulfilling prophecies
Review of original findings sows
scepticism. Concept now makes
consultants look outdated. Everyone
smartly moves on.
Academic
Discovery 01
02
03
A modest cautious complicated contextual
discovery showing a causal link between
two factors.
High powered simplified presentation
embellishing the ‘discovery’ creates a
‘buzz’ & repetition makes it stronger
One idea becomes a book
released by a ‘guru’ with a catchy
title
Doubt
&
Defection
Cult-like Following
Consultancy Hype
Popularisation
Study Description
Pop psychology
The Fad & Fashion Funnel
“Thinking scientifically is a
skill. Scepticism is healthy;
cynicism is not. In order to be
a discriminating “purchaser” of
management ideas we need
to evaluate the evidence for
them.“
Fads and Fashions in Management - July 20,
2015 - Adrian Furnham Professor of
Psychology University College London –
European Business Review
11. 04
05
06
Create some generic questions that
fit with attributes of athletic leaders
e.g., resilient in face of set-backs
H1 - Athletic leaders create positive
results or produce more athletic
followers
Find a company to run survey, test
hypothesis & with some statistical jiggery-
pockery publish results & claim a new
construct
Positive
Adjective 01
02
03
Think of a positive adjective such as
‘authentic’ ‘spiritual’ or ‘athletic’
Make up some attributes for ‘athletic’
leaders e.g., winners, driven, demand
the very best etc.
Find inspiring quotes & interviews
from CEOs who mention attributes in
Step 2
Test
Hypothesis
Formulate
Hypothesis
Create a Questionnaire
Gather Evidence
Imagine a Theory
DIY Leadership
How to invent a new leadership style
“Without this (critical thinking*)
we have a pseudo-science.
Researchers into authentic
leadership have fallen into this
trap, willingly. For now, they
show not desire to escape
from it”
Management Studies in Crisis - 2019 – Dennis
Tourish Professor of Leadership and
Organization Studies at Royal Holloway,
University of London
*my summary of a quote from Richard Feyman that
Tourish uses in his book
16. Constant Change
FREE ENERGY
=
Divergence –Evidence
Discrepancy between our model & the world = prediction error
PERCEPTION – change beliefs to
minimise divergence
ACTION – change observations to
maximise evidence
CHANGE YOUR MIND CHANGE YOUR WORLD
PREDICTION OBSERVATION
BEING – Sensory States DOING – Active States
19. The Origins of N-Step Change Model
01
02
1. The Develop Of A Need For Change (“unfreezing”), 2. Establishment of
Change 3. Relationship, Working Toward Change (“moving”), 4.
Generalisation & Stabilisation of Change (“freezing”) & 5. Achieving A
Terminal Relationship
Lippit’s 5-steps – 1958
1. Creating A Sense of Concern, 2. Developing A Specific Commitment to
Change, 3. Pushing For Major Change, 4. Reinforcing & Consolidating
New Course
Phillip’s 4 Steps – McKinsey & Co - 1983
1. Create Urgency 2. Form a Powerful Coalition 3. Create a Vision for
Change. 4. Communicate the Vision. 5. Remove Obstacles. 6. Create Short-
Term Wins. 7. Build on the Change. 8. Anchor the Changes in Corporate
Culture.
Kotter’s 7 Steps – 1995
20. 10 Problems with N-step Change Models
Mental Models
Time
to
Change?
Practice
Lack Of
Evidence
Out Of Date
Extraordinary
Extrapolations
Gloomy Vision
Self Fulfilling
Top Down
Project Based
Closed
Episodic
Linear
21. Bayesian Updating Getting the complete picture
Sensory Input
(‘New’ Evidence -
Change)
Current Beliefs
(Unfreeze) Future Beliefs
(Refreeze)
Organisational
Academic
Stakeholder
Our Knowledge
Our Experience
Our Current
model of the
world
New mental
model of the
world
Organisation’s most
likely situation 1
2
3
4
24. Challenging
Status Quo
Creating Pain
Urgency Continuum
Not Accepting BAU
“Strong and widespread
felt need for change
although the direction of
change is not clear yet
Phillips (1983)
Sense of
Concern
“To break open the shell of
complacency and
self‐righteousness it is
sometimes necessary to
bring about an emotional
stir up”. Lewin (1943)
Organisations are
“canyons of complacency”
Kotter (2012)
Emotional
Stir-up
“support for attitudes have
to be undermined and
destroyed if change is to
take place.” Schein (1962)
Destroy
Attitudes
“Orchestrating pain
messages throughout an
institution is the first step in
developing organisational
commitment to change”
Conner
‘create a crisis’ Kotter
(2012)
Create a Crisis
Do we know what we are talking about?
“Hiatt (2006) warns against overselling change by putting too much stress on the urgency of every change—reducing credibility.
Similarly, Kanter et al. (1992: 383) caution that messages of urgency might appear to “cry wolf” and “fail to induce a felt need for
change.“
“it is difficult to make much
progress…of a major
change effort unless most
managers honestly believe
that the status quo is
unacceptable” (p51) (2012)
Decreasing likelihood of change success