Leadership & change management, lecture 6, 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 6, by Rahat Kazmi

Leadership and Change Management, Lecture 6, By: Rahat Kazmi

LEADERSHIP AND CHANGE

MANAGEMENT

- CHANGE MANAGEMENT TECHNIQUES CHANGE TECHNIQUES

LECTURE 6

BY

RA HAT KAZMI PREPARED BY: RAHAT KAZMI

SEPTEMBER 2010

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To discuss various types of Change Techniques

To Cover the Methods of these Changes

To Give and take examples of these change techniques

To have concluding discussion about each change technique

Objectives

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Boiling the frog: Incremental changes may well not be noticed.

Burning bridges: Ensure there is no way back.

Burning platform: Expose or create a crisis to get things going.

Challenge: Inspire them to achieve remarkable things.

Coaching: Psychological support for executives.

Command: Tell them what to do.

Destabilizing: Shake people of their comfort zone.

Evidence for change: Cold, hard data to show need for change.

Evidence stream: Show them time and again that the change is happening.

Change Techniques

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Education: Learn them to change.

Facilitation: Use a facilitator to guide team meetings.

First steps: Make it easy to get going.

Golden handcuffs: Keep key people with delayed rewards.

Institutionalization: Building change into the formal systems and structures.

Involvement: Give them an important role.

Management by Objectives (MBO): Tell people what to do, but not how.

Management causality mapping: Helping a team see its own role.

Open Space: People talking about what interests them.

Change Techniques

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Rationalization trap: Get them into action first. Re-education: Train the people you have in new

knowledge/skills. Restructuring: Redesign the organization to force behavior

change. Reward alignment: Align rewards with desired behaviors. Rites of passage: Use formal rituals to confirm change. Setting goals: Give them a formal objective. Shift-and-sync: Change a bit then pause to restabilize. Socializing: Build it into the social fabric. Spill-and-fill: Incremental movement to a new organization. Stepwise change: Breaking things down into smaller

packages. Visioning: Create a motivating view of the future. Whole-system Planning: Everyone planning together.

Change Techniques

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Method:

Make the changes very quietly and slowly without telling anyone, so each small change is hardly noticeable. For example:

Make temporary changes that become long-term.

Slip things in whilst people are distracted elsewhere.

Bury changes in larger items.

Gradually isolate unwanted people and organizations.

Boiling the Frog

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Example:

A company that wants to reduce the amount of social space in a building nibbles at it during moves, taking small amounts out for needed desk space. It also puts meeting equipment such as tables, flipcharts and network points in what were once just rest areas. Before long, the occasionally-used soft areas are in constant use.

Boiling the Frog

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Discussion:

There is a story that if you drop a frog into hot water, it will jump out. But if you slowly warm up the water, then the frog will stay there until it boils to death.

People notice change largely through contrast. The larger the perceived contrast, the larger the change is assumed to be. So if you change in a number small moves, you may well be able to slip the whole thing under the wire without being noticed.

There are no guarantees with this method. Vigilant resistors may spot what is happening and mobilize a counter-response. If this happens, you may have to give up the frog method and be more open about the change.

Boiling the Frog

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Method:

When you have made a change, ensure that there is no way back to previous ways of working.

Example:

A company that is moving to a new low-cost operational model fires its high-cost sales force, sells it's fancy headquarters and moves to a plain and simple out-of-town low-cost factory.

An organization that is instituting new software deletes the old software from the system, thus forcing people to use the new software.

Burning Bridges

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Method:

Show how staying where you are is not an option, and that doing nothing will result in disaster.

Look for a crisis that you can highlight. They are often lurking nearby, forlorn and unnoticed.

You can also engineer your own crisis that forces change.

Example:

A company floats off a slow backwater division, forcing it to compete without the shelter of the parent company.

An organization educates its workforce in business finance and shows its dire financial situation.

Burning Platform

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Discussion:

When the oil platform Piper Alpha in the North Sea caught fire, a worker was trapped by the fire on the edge of the platform. Rather than certain death in the fire, he chose probable death by jumping 100 feet into the freezing sea.

The term 'burning platform' is now used to describe a situation where people are forced to act by dint of the alternative being somewhat worse. The crisis may already exist and just needs to be highlighted.

Burning Platform

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Method:

Stimulate people into change by challenging them to achieve

something remarkable. Show confidence in their ability to get out

of their comfort zone and do what has not been done before.

This works particularly well with small groups, as well as

individuals. Once the group has bought the challenge, then they

will bounce off each other to make it happen.

This is most effective when the people create their own stretch

goals, so rather than telling them to do something, challenge them

to achieve greatly, then, when they are fired up, ask them how far

they can go.

Challenge

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Example:

A manufacturing managers challenges his team to break

company records in building a new product at much reduced

costs. He does not give them actual targets, but they set their

own goals of halving normal assembly costs. Using concurrent

engineering in collaboration with the design group and DFM

(Design for Manufacturing) techniques, they reduce parts count

by 80% and turn what would otherwise be a 6 hour assembly

time into 30 minutes.

Challenge

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Method:

When you have individual people who are having difficulty in

managing to adapt to change, then hire an executive coach to

help them through this time.

Coaching

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