IC12 - Leading Change in Rotary Clubs - Breakout Session

Leading Change In Rotary Clubs

Leading ChangeIn Rotary Clubs

Rotary International Convention 2012Bangkok

2012 May 8 1


Meredith Green

Richard Clarke

David Stocks

2012 May 8 2

The Panelists


Presentations for about 35 minutes.

A Question & Answer period for about 55 minutes including discussion of your experiences and concerns.

2012 May 8 3

Structure of this breakout session


After the presentation, you will know concepts and vocabulary for planning and managing changes.

You will also have confidence in the academic foundation for change management practices.

2012 May 8 4

Expectations for the presentation part


You will have fresh ideas for leading your clubs in new directions and a framework for planning and managing the desired changes.

You can apply the same concepts at different levels of Rotary.

You will forgive our point of view Europe & North America

2012 May 8 5

Expectations for the whole session


Why should we discuss this topic?

Types of changes

Components of a planned change

Losing and regaining stability

The learning Curve

Resistance

2012 May 8 6

Agenda


“It is not the strongest species that survive, nor the most intelligent but the ones that are most responsive to change.”

Charles Darwin

2012 May 8 7

Is “Change” needed in Rotary?

“Change is not necessary. Survival is optional.”

W. Edwards Deming


“…any great organization that has lasted over the years owes its resiliency to being willing to change everything about itself except its beliefs.”

Thomas J. Watson, Jr.

Our Beliefs: Service Above Self. They profit most who serve the best. Truth, fairness, mutual benefit, goodwill.

2012 May 8 8

What should NOT change in Rotary?


“there is nothing more difficult to

arrange, more doubtful of success,

and more dangerous to carry

through than initiating change”Niccolo Machiavelli, 1514

2012 May 8 9

Is “change” difficult?


Club adopts the Club Leadership Plan.

Incoming Club President demands change to pre-payment of meals.

TRF introduces on-line contributions.

New service projects are chosen.

Club changes meeting time from lunch to breakfast.

2012 May 8 10

Are changes happening in Rotary?


PRIP Richard King: “The Club President’s job is to change the club from what it is to what it should be.”

RIP Banerjee says “change” is one of the three emphases in his theme.

Jean Riboud tells us: If you want to innovate, to change a club, you must be willing to do what is not expected.

2012 May 8 11

Do leaders have a role in change?



Types of changes



The learning Curve

Resistance

2012 May 8 12

Agenda


Types of changes - 1

Derived from Van de Ven and Poole (1996). Academy of Management Review

Conflict

New Rules for Youth Exchange

Evolution

Club Membership

2012 May 8

• Externally driven• Affects multiple clubs• Little control over the result




Emergent

Adjust a fund-raising project

Planned

Change from lunch to breakfast

2012 May 8

• Internally driven• Affects a single club• Measurable results




Planned

Change from lunch to breakfast

Conflict

New Rules for Youth Exchange

Evolution

Club Membership

2012 May 8

Emergent

Adjust a fund-raising project



Types of changes



The learning Curve

Resistance

2012 May 8 16

Agenda


An defined need with measurable results

A solution decision by Club leadership

A Project to be managed by a committee

Change Management – a job for Club leaders

2012 May 8 17



A club meets at lunch. Membership is declining. Departing members say they can’t attend

a lunch meeting. Some former members are joining a

breakfast club in a nearby town. Some members are leaving Rotary

completely.

Club leaders need to stop members leaving.

2012 May 8 18

A sample defined need


A solution decision by Club leadership: Change meeting time from lunch to breakfast

A Project to be managed by a committee: Find a new meeting place Negotiate menu and price Arrange for storage of regalia

Change Management – a job for Club leaders: Explain the reasons for the change Explain what will change and not change Allow members to influence the change Manage resistance

2012 May 8 19



It does not matter how wonderful the breakfast meeting arrangements are.

The change program is only successful if…

2012 May 8 20

How should we measure the success of a planned change program?

…members stop leaving!



Types of changes



The Learning Curve

Resistance

2012 May 8 21

Agenda


A stable Rotary club

ServiceGoals

ServiceDelivery

ROTARY CLUB ENVIRONMENT

People

Structure

ProcessesTechnology

2012 May 8 22

…in a complex context


Club environment components Familiarity Motivation Culture

Methods Procedure

s Recognitio

n

Web site Accounting Social

media

Leadership Committees Roles and responsibilities

People

Structure

Processes Technology

2012 May 8 23


Change and Adoption

Change is a process, not an event

Changes require a transformation of personal frames of reference

No pain, no gain

2012 May 8 24


The personal change process

CURRENTSITUATION UNFRAME

2012 May 8

I must let go!My comfort is gone!

25

“It takes courage to release the familiar and seemingly secure to embrace the new. But there is no real security in what is no longer meaningful.”

Alan Cohen



CURRENTSITUATION

TARGETSITUATIONUNFRAME REFRAMETRANSITION

2012 May 8

I must let go!My comfort is gone!

Can I adapt?

Can I learn this?Will I re-gain comfort?

26

Time



confusion stress unchanelled energy criticism and conflicts nostalgia for the “good old days”

The Learning Curve

CURRENTSITUATION

TARGETSITUATIONUNFRAME REFRAMETRANSITION

2012 May 8 27

Time



Types of changes



The Learning Curve

Resistance

2012 May 8 28

Agenda


The basic learning curve

adapted from Lewin (1947) and Przybylinski, Fowler, & Maher (1991)

Commitment

Time

Contact

Internalization

2012 May 8 29


“men are generally incredulous,

never really trusting new things

unless they have tested them by

experience.”Niccolo Machiavelli, 1514

2012 May 8 30



We go through stages when we climb the curve:some faster, some slower

Commitment

Time

Contact

Awareness

Understanding

Trial

Adoption

Internalization

2012 May 8 31


We go through stages when we climb the curve:some faster, some slower

Commitment

Time

Contact

Awareness

Understanding

Trial

Adoption

Internalization

2012 May 8 32


Leaders help members up the curve

adapted from Przybylinski, Fowler and Maher (1991)

Commitment

Time

Contact

Awareness

Understanding

Trial

Adoption

Internalization

Coaching

2012 May 8 34

Education

Communication

Reinforcement


Leading change effectively

Dissatisfied with the current situation

Clear vision of the desired situation

Understands the impact on individuals

Shows commitment publicly

Demonstrates commitment in private

Constant and prolonged support

Adapted from ODR. Inc.

2012 May 8 35


Cascading Leadership

Authorizing Leader

ReinforcingLeader

ReinforcingLeader

ReinforcingLeader

ReinforcingLeader

ReinforcingLeader

ReinforcingLeader

Member Member Member Member Member Member Member Member

2012 May 8 36


Leading Change in a Rotary Club

Authorizing leadership from the President is essential.

Reinforcing leadership from Directors & committee chairs is essential.

Club leadership team must develop a consensus before the change program begins.

2012 May 8 37


Responsibilities of members in the change process Ask why the change is necessary

Clarify the impact that the change will have on them

Determine how and to what extent they can influence the change

Be proactive in researching information on the change

2012 May 8 38


Real life is a series of changes:avoid the Big Bang

adapted from Przybylinski, Fowler and Maher (1991)

Education

Continuousimprovement

Time

Coaching

Communication

Reinforcement

2012 May 8 39

Education



Types of changes



The Learning Curve

Resistance

2012 May 8 40

Agenda


“The innovator makes enemies of all

those who prospered under the old

order and only lukewarm support is

forthcoming from those who would

prosper under the new.”Niccolo Machiavelli, 1514

2012 May 8 41



2012 May 8

Keys to understanding resistance

The “merits” of the change are irrelevant.

Most people only listen to the radio station WIIT-FM• What’s In It For Me


Distribution of adopters over time

Time

Cumulativeadoption

13.5 % early adopters

34% advanced majority

34% late majority

16% resisters

adapted from Raghavan and Chand (1989)

2.5% innovators

2012 May 8 43


Distribution of adopters over time

Time

Cumulativeadoption

13.5 % early adopters

34% advanced majority

34% late majority

16% resisters

adapted from Raghavan and Chand (1989)

2.5% innovators

2012 May 8 44

Unwilling

Unable

Unknowing


Resistance has 100 faces

Overt Discrediting the promoters Discrediting the change We do things differently here It’s not practical enough It is the wrong time

Covert Silence Submission

2012 May 8 45


Managing resistance: a win-lose approach

Eliminate resistance by threat, flattery, or force.

Discredit resistance by appealing to the need for conformity, appealing to tradition, or by making the resisters feel guilty.

Ignore the resistance by refusing to recognise it or to acknowledge it.

2012 May 8 46


Managing resistance: a win-lose approach

Eliminate resistance by threat, flattery, or force.

Discredit resistance by appealing to the need for conformity, appealing to tradition, or by making the resisters feel guilty.

Ignore the resistance by refusing to recognise it or to acknowledge it.

2012 May 8 47


Managing resistance: a win-win approach

Express clearly what must change and why.

Encourage the expression of resistance. Listen!

Explore. Ask about the reasons for resistance.

Thank the persons for their collaboration. If you have learned something, say so.

2012 May 8 48


Managing change: Summary

Change is a reality for all of us

Change disrupts a stable club

Change needs un-framing and re-framing

We must help people up the learning curve

Change needs cascading leadership

Members can help to make the change

Resistance is real but can be managed2012 May 8 49


That completes the Presentation part.

Please share your experiences…

2012 May 8

…with changes that went well

…with obstacles to change

…with changes that went poorly

50

Questions welcome!

IC12 - Leading Change in Rotary Clubs - Breakout Session

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Transcript of IC12 - Leading Change in Rotary Clubs - Breakout Session