Leadership & change management, lecture 5, by rahat kazmi

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This Lecture was prepared for my MBA students in London. It will benefit students, lecturers or managers who like to polish up their leadership skills. Feel Free to download this lecture in pdf, however, if you need the ppt slides, please send me a payment of £1 by paypal at: srahatkazmi@gmail.com and I will happy to send you the lecture. Hope it was beneficial to you.

Transcript of Leadership & change management, lecture 5, by rahat kazmi

Leadership and Change Management, Lecture 3, By: Rahat Kazmi

LEADERSHIP AND CHANGE

MANAGEMENT - NATURE OF ORGANIZATIONAL CHANGE

- REASONS FOR RESISTANCE TO CHANGE

- MANAGEMENT OF ORGANIZATIONAL CHANGE

- IMPORTANCE OF ORGANIZATIONAL HEALTH AND PERFORMANCE

LECTURE 2

BY

RAHAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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To explain the nature of organizational change and explore reasons for resistance to change

To examine the management of organizational change, and human and social factors of change

Review the importance of organizational health and performance, and ability of the organization to adapt to change

Objectives

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Culture

Process People

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Why Change?

Adaption of new ideas

Organisations need to continually

adapt to new situations if they

are to survive and prosper

Constant Change keeps

Organisations Agile

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Dont Try to Change Me.

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Old Learning Model New Learning Model

Old & New Change Models

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Why Change? Other Factors

Market Transparency

Labour Mobility

Global Capital Flows

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What is System?

SHRAED VISION

YOU ARE ACCOUNTABLE

SHAREHOLDER INVOLVEMENT

TOOLS & SKILLS

ENABLING BEHAVIOUR

MEASURES & PROCESSES

S

Y

S

T

E

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Change We can Believe in

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10 Principals of Change Management

1) Address the Human Side Systematically

2) Start at the Top

3) Involve every Layer

a) Define Strategy

b) Setting Targets

c) Design

d) Implement

4) Make the Formal Case

a) First confront reality and articulate a convincing need for change

b) Demonstrate faith that company has a viable future and the leadership to get

there

c) Provide a roadmap to guide behaviour and decision making

5) Create Ownership

6) Communicate the Message

7) Assess the Cultural Landscape

Values-Beliefs-Behaviours and Perceptions

8) Address Culture Explicitly

9) Prepare for the Unexpected

10) Speak to the Individual

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Change Is.....

The human experience consists of matching our

capabilities against the challenges we face. A sense

of balance, is maintained in our lives when:

=

Capability Challenge =

Ability/willingness Danger/Opportunity

We seek this kind of balance because it makes us feel that things are

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Change Is.....

Change occurs when this balance is disrupted. There

are two ways the status quo can be disrupted;

positive change or negative change:

=

Capability Challenge =

>Positive Change

or

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Change Is.....

When people believe their capabilities exceed a challenge, they

generally feel positive because the outcome is not only desirable but

expected (for example the birth of a child.) When the reverse is true,

people feel negative not only because the outcome is undesirable, but

also because such situations lack predictability.:

=

Capability Challenge =

>Negative Change

Most people find it is extremely uncomfortable to face situations filled with the

unknown because of the loss of predictability. We are attracted to situations that

are familiar because they allow us the feeling of being in control.

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KURT-LEWINS CHANGE MODEL

UNFREEZE

CHANGE

REFREEZE

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KURT-LEWINS CHANGE MODEL

Kurt Lewins model of change

Stage Characteristics Organizational impact

Unfreezing

People in the organization

made aware of

problems/performance gap

and need for change

This diagnosis stage is often driven by

a change agent

Changing

People experiment with new

workplace behaviour to deal

with needed change

This intervention stage features specific

training plans for managers and

employees

Refreezing

People employ new skills and

attitudes and are rewarded by

organization

Changes are institutionalized in the

corporate culture

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THE CHANGE PROCESS

Present State

Desired State

Transition

State

Desired

State

The above model for change can be used to understand and plan for

change. It uses the analogy of an arrow to explain the change process of an

organization.

The 1st circle in its original shape represents the current state of the

organization. In order to change, the 1st circle must be unfrozen, moulded to

its new shape, and then, refrozen. Similarly the organization, in order to

change positively, must melt any forces, which resist change and create a

climate of acceptance and trust that will reinforce or refreeze the new state

of the organization.

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Characteristics of the Transition State

Low stability.

High, often undirected energy.

Past patterns of behaviour become highly valued.

High emotional stress.

Control becomes a major issue.

Conflict increases.

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Managing Change - Examples

Situation

A deregulation in the telephone industry that was capped by the antitrust

settlement broke up the Bell system and triggered the great shake-up at the

GTE Corporation.

Trigger External environmental change triggered by government laws.

Driver/Barrier Environmental

Act