Dr Mark Manley 1

TRANSFORMATION

LEADERSHIP& the

CHANGE PROCESS

©Dr Mark Manley 2

Transform?Why?

The transformation process is well illustrated around us.TreesButterfliesFrogsBirds and ReptilesOur greatest transformation is mental.

Six Cornerstones of the DCSF

1. Transformational Leadership2. Citizen Transformation3. Evidence based Knowledge and Innovation4. Utilizing African Potential Skills and

Resources5. Developing Capacity of capacity

Developers6. Integrated Planning and Implementation

for Results

Dr Mark Manley 3

411

Outputs

CD process

Capacity of organizations/

sectors

Contextual factors and actors within influence

Outcomes Impact

Contextual factors beyond influence

Sector visionCapacity development results

Internal resources

Externalsupport

CD processes

Three key elements for successful CD

5

Change readiness is the starting point – not “what needs to be done”

The change formula

C = V + D + P + CNS

CHANGE , in any situation, will happen only when there is a compelling VISION of the future, DISSATISFACTION with the present situation has been created, a PROCESS to effectively achieve the vision is made available and CLEAR NEXT STEPS are captured

A Change Management Process must address these factors at every step of the change journey

A Change Management Process must address these factors at every step of the change journey

Kotter describes an eight step process at creating major change Establishing a Sense of UrgencyEstablishing a Sense of Urgency

Creating the Guiding CoalitionCreating the Guiding Coalition

Developing a Vision and StrategyDeveloping a Vision and Strategy

Communicating the Change VisionCommunicating the Change Vision

Empowering Others to ActEmpowering Others to Act

Creating Short-Term WinsCreating Short-Term Wins

Consolidating Gains and Producing Even More ChangeConsolidating Gains and Producing Even More Change

Institutionalising New Approaches in the CultureInstitutionalising New Approaches in the Culture

Need

Direction

Enable

Momentum

Leadership/Teamwork

Buy-In/Energy

Motivate

Embed

THEORETICAL BACKGROUND: Models Of Change

UNDP CD and the Change Management Process

• Stakeholder analysis

• Case for change• Change readiness

• Change vision, budget and plan

• Creating infrastructure & capacity for change

• Short term wins• Empowering broad based

action & manage resistance• Anchoring new approaches• Communication

• Consolidating gains to produce more change

• Anchoring new approaches

The Kurt Lewin model for organisational change consists of three distinctive steps

• Acknowledge feelings and

empathise

• Give people as much

information about the change

as possible

• Say what will not change

• Treat the past with respect

• Help others see the gap

• Provide focus and direction

• Strengthen people’s

connections to one another

• Open two way communication

• Provide the individual with a

specific role in the change

process

• Provide leadership and

tenacity

• Implement quick requests

and highlight successes

• Ensure the individuals and

leaders reinforce the new

behaviour

• Build feedback mechanisms

• Celebrate

STEP 1: Unfreezing(Creating motivation and

readiness to change)

STEP 2: Change and movement

(Guiding through the transition)

STEP 3: Re-freezing(Integrating the new point of

view)

THEORETICAL BACKGROUND: Models Of Change

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Introduction

Growth is demanded of us if we are to be excellent

We all resist change – WE LOVE OUR SYSTEMS

Growth is impossible without changeGrowth is impossible without changeNew Paradigms are impossible New Paradigms are impossible without Transformationwithout Transformation

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Overview

• The Leadership Component

• Paradigms• Identification of Needed Change• Applications

• Why Transform

• The Leadership Focus• Maximising Impact for Transformation• Change and Transformation Process• Personal Phases of Change

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Change Starts Where?

Thinking is the hardest work there is, which is probably the

reason why so few engage in it.

Ford

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Transformations over a Generation

• 1950s Production and Invention • 1960s New wind of Change &

Independence• 1969 The new generation - Love & Silicon• 1979 Information age

– Anyone for an Apple?

• 1980 Bill says …nah!• 1990s Knowledge• 2000s Linking systems & people• 2010s Funny money & Nannies rebels

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Faster, Better, More..• Productivity

– Enough calories produced to feed 150% of world population

– Farming Population Shrinking (from 11.2% to 2%)– Land being farmed shrinking (from 83 million

acres to 72 million)– Productivity up from 3 billion bushels to 9 billion

• Globalization– Indian Jaguars and the Colonel’s recipe for

everyone from Bangor to Bangkok

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The Future is so bright I gotta wear shades

• Communication with no strings attached– Wi FI– Cell Phones– 3G

• Social Networking, speed dating & defriending– Twitter– Facebook– You Tube– Blogs– BBM

• Technology????

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And the point is…?

Just because everything is different doesn't mean anything has changed.  ~Irene Peter

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And yet the priorities are…Global Priority $U.S. Billions• Cosmetics in the United States 8• Ice cream in Europe 11• Perfumes in Europe and the United States 12• Pet foods in Europe and the United States 17• Business entertainment in Japan 35• Cigarettes in Europe 50• Alcoholic drinks in Europe 105• Narcotics (illegal) drugs in the world 400

• Military spending in the world 780.

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Look how far we’ve come

• Half of the world’s population (3 billion) live on less than $2.00 a day.

• The GDP (Gross Domestic Product) of the poorest 48 nations (of the world's countries) is less than the combined wealth of the world's 3 richest people.

21st Century Poverty Facts and Statsadapted from: http://www.globalissues.org/TradeRelated/Facts.asp

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Do we know who we are?

• From 1999-2010, less than 1% of the world's yearly weapon sales was needed to put every child into school. It didn't happen.

• In the 21st Century 1 billion unable to read a book, or sign their names.

• 30 000 children die a day, due to poverty, which is a staggering 11 million a year.

The Leadership Component

• Leaders bring change• If a “leader” is not changing

things, s/he is just a maintenance authority

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©Dr Mark Manley 21

High People Impact

High Task Impact

Fut

ure

Cha

nge

Pre

dict

able

Sys

tem

s

Compromised Authority

Engagement Leader

Innovator

Thought Leader

Technical Specialist

Maintenance Manager

HR Manager

Pastor

Country Club Manager

Leadership Focus

.

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Low Level Leadership

Middle Level Leadership

Top Level Leadership

4%

16%

80%

4%

16%

80%

Conceptual

Human

Technical

Small group exercise1. Rate your orientation and devotion to

sustaining Predictable Systems (%)2. Rate your orientation and devotion to

Future Change (%)3. Rate your orientation and devotion to

Impacting People (%)4. Rate your orientation and devotion to

Impacting the Tasks at hand (%)5. Is your devotion well placed to serve

the interests of CD?

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©Mark Manley24

Action for SuccessAction for Success

II

WWaanntt itit

I Can Do ItI Can Do It

BoredomBoredom

DreamDream

IrrelevantIrrelevant

MaxActMaxActHigh

Low

Low High

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Power to SucceedPower to Succeed

InternalInternal(Social) (Social) PowerPower

External (Positional) PowerExternal (Positional) Power

PositionPosition

UnrecogniseUnrecognised Masterd Master

WeaklingWeakling

MaxPowerMaxPower

High

High

LowLow

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Max Life/Career EffectivenessMax Life/Career Effectiveness

CCoommppeetteennccee

FavourFavour

PositionalPositionalCronyCrony

Able Stranger/Able Stranger/Undiscovered Undiscovered StarStar

UntrustworthyUntrustworthyIncompetentIncompetent

Maximized Maximized CareerCareer

High

High

LowLow

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IMPACT for Successful ChangeIMPACT for Successful Change

AACCTTIIOONN

I N F L U E N I N F L U E N C EC E

GivingGiving UpUp

BurnoutBurnout

ReleaseRelease

MaxImpactMaxImpact

Low

Low

High

High

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Changing the World

To change the WorldWe must change what we doTo change what we doWe must change what we think

•Change your THINKING•To Change your ACTION•To Change your WORLD

Individual Exercise

1. Do you have the internal power to advance CD?

2. Do you have the external power to advance CD?

3. Do you believe you can make a difference in advancing CD?

4. Do you actually want to advance CD?

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©Mark Manley30

The Source of ActionThe Source of Action

BehaviourBehaviour

AttitudeAttitude

ValuesValues

BeliefsBeliefs

Incidents & ActionIncidents & Action

Behaviour PatternsBehaviour Patterns

Ethics/Rules for Ethics/Rules for Success/CultureSuccess/Culture

Chosen TruthChosen Truth

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Integrity - Consistent, inside outIntegrity - Consistent, inside out

BehaviourBehaviour

AttitudeAttitude

ValuesValues

BeliefsBeliefs

A person has integrityA person has integritywhen behaviour, when behaviour, attitudes, attitudes, values and beliefs are values and beliefs are consistent.consistent.An Integrated An Integrated PersonPerson(from the Latin - (from the Latin - Integer)Integer)

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INTEGRITY - Generic to all LeadersINTEGRITY - Generic to all Leaders

Do what you believeSay what you believeConsistency between belief,

values, attitudes and behaviour

IntegrationWholeness

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Behaviour

Attitude

Values

Beliefs

How Do We ChangeInside out – Significant Emotional Experience

or Outside in

Exposure

Reinforcement/Repetition

Integration

AdoptionS.E.E.S.E.E.

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Reacting or Responding

• How do we respond instead of react?How do we respond instead of react?• Feel - Think - ActFeel - Think - Act• If the answer is not there,If the answer is not there,

Feel (intuit) Feel (intuit)

Think (cognate)Think (cognate)

Behave (act)Behave (act)

Truth to Action

• Thinking should engage our core belief.• Shallow thinking = Superficial Action

(reaction)• Inaccurate Truth = Inappropriate

Behaviour

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©Mark Manley36

The Cycle of Response or ReactionThe Cycle of Response or Reaction

S S IITTUUAATTIIOONN AttitudeAttitude

ValuesValues

BeliefsBeliefs

POSITIVEPOSITIVE

NEGATIVENEGATIVE

FEELFEELTHINKTHINK

BEHAVEBEHAVE

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What to Change?

• The foundation to capacity The foundation to capacity development is ……..development is ……..

• Understanding and perceiving in Understanding and perceiving in truth yourself and the world truth yourself and the world

• Creating new values for success Creating new values for success based on CDbased on CD

• Reinforcing the better wayReinforcing the better way

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1.

Exposure

Storm

Denial

WalkP&EAF

0.

Decision

Opportunity

Disaster

Exposure

Miracle

Discontent

Predictability

Comfort

Leadership

Process

Individual Response

2.

Reinforcement

Form

Resistance

StabiliseTB & DL

3.

Integration

Norm

Exploration

WalkP & EAF

4.

Confirmation

Perform

Commitment

StabiliseTB & DL

Transformation ProcessTransformation Process

Six Cornerstones of the DCSF

1. Transformational Leadership2. Citizen Transformation3. Evidence based Knowledge and Innovation4. Utilizing African Potential Skills and

Resources5. Developing Capacity of capacity

Developers6. Integrated Planning and Implementation

for Results

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Dr Mark Manley 40

Change and Conformity

Why be different?The comfort of predictability seduces usaway from the uncertainty of change.It also seduces us away from progress,excellence, growth, excitement and opportunity.

BREAK

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