Leadership & change management, lecture 7, by rahat kazmi
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Transcript of Leadership & change management, lecture 7, by rahat kazmi
LEADERSHIP AND CHANGE
MANAGEMENT
- CHANGE PROCESS AND ITS IMPLEMENTATION
- 6-CHANGE MODELS
CHANGE TECHNIQUES
LECTURE 6
BY
RA HAT KAZMI PREPARED BY: RAHAT KAZMI
SEPTEMBER 2010
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Discuss change process and its implementation
Discuss 6-Change Models
To have concluding discussion about each change technique
Objectives
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Change Process and its Implementations
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Managing the Change
Environmental analysis.
Set out the strengths and weaknesses of the organisation
Identify the change required
Determine the major issues
Identify and assess the key stakeholders
Win the support of key individuals
Identify the obstacles
Determine the degree of risk and the cost of change
Understand why change is resisted
Recognize the need for change, identify current position, devise a suitable method
Preparation for Change:
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Managing the Change
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Develop a clear vision
Make it people clear about what a change involves and
how they are involved in it
What is involved
What is the proposed change
Why should we do it
What the major effects will be
How we can manage the change
Building the Vision
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Building the Vision
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Building the Vision
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Plan the Change
• Devise appropriate strategies to introduce change
• Design the change
• Identify the significant steps in the change process
• Discuss the need for change and the full details of what is involved
• Allow people to participate in planning change
• Communicate the plan to all concerned
• Produce a policy statement
• Devise a sensible time scale
• Produce action plans for monitoring the change
• Allow people to participate in planning change
• Get all parties involved in and committed to the change
• Inspire confidence by forestalling problems and communicating regularly
• Devise a sensible time scale for implementation of change
• Anticipate the problems of implementation
• Understand why change is resisted
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Implementing the Change
Check on and record progress
Make sure that change is
permanent
Evaluate the change
Improve on any weak areas
Overcome resistance
Involve all personnel affected
Keep everyone informed
Devise an appropriate
reward system
Be willing to compromise on
detail
Ensure that strategies are
adaptable
Select people to champion
change
Provide support and training
Monitor and review
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Implementing the Change
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Two Types of Change
(1) Step Change:
Dramatic or radical change
in one fell swoop
Radical alternation in the
organisation
Gets it over with quickly
(2) Incremental change:
Ongoing piecemeal change
which takes place as part of
an organisation‟s evolution
and development
Tends to more inclusive
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Do Organisations Need to be Identical?
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Do Organisations Need to be Identical?
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Teams building across units
Internal communication
Negotiation
Action planning
Change agents or champions of change
And a certain amount of compulsion manipulation
Techniques to Help Implement Change
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Managers should be able to act as change agents:
To identify need for change
Be open to goods ideas for change
To able to successfully implement change
Change Agents
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Forces trough change
Becomes the personification of the process
Responsibility for change is delegated thus freeing up senior managers to focus on future strategy
Advantages of Using a Change Agent:
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Consider how they will be affected
Involve them in the change
Consult and inform frequently
Be firm but flexible
Make controversial change as gradually as possible
Monitor the change
Develop a change philosophy
Helping people to accept change
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Adapt as necessary
Recording and monitor the changes
Measure progress against targets
Have the desired results been achieved?
Has the process been successful?
How do those affected feel about the new situation?
What might have been done differently?
How can those not responding well to the change be helped?
Sustain the change.- prevent any back sliding
Monitor and Review
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What Not To Do:
[Ways to increase resistance to change]
[Managers can increase resistance by]
Failing to be specific about a change
Failing to explain why change is needed
Not consulting
Keeping people in the dark
Creating excess work pressure
Expecting immediate results
Not dealing with fears and anxieties
Ignoring resistance
Change Management Failures
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• Employees do not understand the purpose or even the need for change
• Lack of planning and preparation
• Poor communication
• Employees lack the necessary skills and/ or there is insufficient training and development offered
• Lack of necessary resources
• Inadequate/inappropriate rewards
Reasons Why Change Can Fail
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50 Reasons Not to Change
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Negotiation Ethics
Lying about bottom line expected
& sanctioned
Misleading legal statements not
likely problem – caveat emptor
(“hire a lawyer”)
Reasons for positions not expected
to be believed REASONS FOR
NEGOTIATION
Often very convincing
facts rather than opinion
Material or immaterial,
harmless puffing or bluffing
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• Allowing too much complexity
• Failing to build a substantial coalition
• Failing to understand the need for a clear vision
• Failure to clearly communicate that vision
• Permitting roadblocks against that vision
• Not planning for short term results and not realising them
• Declaring victory too soon
• Failure to anchor changes in corporate culture
(John Kotter)
Eight Common Reasons for Failure of Change Management
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6-Change Models
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Change Model 1: The 4-D Process of Appreciative Inquiry
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Time
Emotion Shock
Denial
Anger
Bargain
Depression
Acceptance
Change Model 2: The Kuebler-Ross Model of Change
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1. Establish a sense of urgency
2. Create a coalition
3. Develop a clear vision
4. Share the vision
8. Secure short- term wins
7. Consolidate and keep moving
6. Anchor the change
5. Empower people to clear obstacles
Change Model 3: John Kotter’s Change Model
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A B
C
?
D
1. Preparation:
-Getting prepared for
change journey: known
and unknown
-Exploring &
understanding reasons
and alternatives
-finding common mind
set: balance between
top-down & bottom-up
-Choosing change models
-Finding right partners
-Agreeing the rules and
principles
-Making first plans
-Discovering change
forums
2. Starting the
change journey: -Getting everybody
involved and engaged
by joint planning,
-Understanding A to B
journey
-First moves & actions
towards the goal
3. Living the
change journey:
-Living the new reality -Using strengths
-Solving problems
measuring and changing
the change
-Becoming aware what
works and what doesn’t
4. Creating skills
for working in
constant change: -Learning from the
experience,
-Developing new skills,
-Being prepared for
future changes,
-Being able to chnage
things fast
Change Model 4: The Change Journey (HUMAP)
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Check-In Build trust
among diverse stakeholders
Analyse Understand needs,
processes & structures and
foresee resistance
Facilitate Apply tools that initiate
change processes
Envision Develop a sense of
a better future for all
Review Design new structures,
processes and procedures
Experiment Initiate and
support communities of practice
Nurture Establish a framework that
sustains the change
Monitor & Communicate
Make the change visible to all
Coach and Mentor Help individuals to
master change
Change at System Level
Change at Team & Individual Levels
Goals Exploring and creating
meaning
Celebrate Highlight
achievements and honour champions
Change Model 5: Cyclical Process Framework (CFAN)
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suspending
redirecting
letting go
Seeing with fresh eyes
Sensing from the field
Prototyping the new by linking head, heart, hand
Crystallizing vision and intention
embodying
enacting
letting come
Presenting connecting to Source
Downloading past patterns
Performing by operating from the whole
Open Will
Open Heart
Open Mind
Change Model 6: Theory U (Otto Scharmer)
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Overcoming Resistance to Change
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When Technology and People meet … Some hard
facts
Some
‘inconvenient
truths’
Symptoms,
diagnosis, and
… treatment
Overview
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To
Overcome Your
Opponent, You
Must First Understand
Him Sun Tzu
The Art of War
This is war; make no mistake
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This is war; make no mistake
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This is war; make no mistake
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• The number one reason:
– resistance to change
• According to 2006 Global
Business Practices Survey:
“Staff resistance to change is a factor
that complicates roughly half of all
technology implementation projects and
severely threatens about one in ten”
Why Do Technology Projects Fail?
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Why Do Technology Projects Fail?
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Resist or Not Resist?
People Don‟t Resist Change, they
Resist Being Changed.
Peter Bregman
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Analytical
•not enough information
•making a wrong decision
•being forced to decide
Driver
•loss of control
•failure
•lack of purpose
Amiable
•damaged relationships •confrontations •not being recognised or efforts
Expressive
•being ignored •being asked for detail •being linked with failure
Fears about Change
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Kotter and Schlesinger
6 Approaches
1.Education and Communication
2.Participation and Involvement
3.Facilitation and Support
How to Overcome Resistance to Change?
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4.Negotiation and Agreement
5.Manipulation and Co-optation
6.Explicit and Implicit Coercion
How to Overcome Resistance to Change?
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„To leave the comfort of the status quo, most
individuals need to believe that the change is truly
imperative and that there is a more attractive
alternative‟
Attractive Alternative
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Post launch Pre launch
Design &
Document Buy in Structuring
Assessment &
Migration Review Re-assess Baseline Assessment
Executives Individual
behaviours
Group
behaviours
panic
Manager Individual
behaviours
acceptance
bargaining
panic panic panic
acceptance
Passive resistance
Re-assess Review
Active resistance Active resistance
Bargaining
Active resistance
panic
acceptance
Passive resistance
Bargaining
Resistance Behaviours
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It‟s (just) a technology
implementation
It‟s (just) business
as usual
It‟s (just) an
infrastructure project
It‟s (just) a piece of
software …
Pre-implementation Reassurances
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• If we explain the business
rationale,
people will understand
• If we tell them what will
change,
people will adjust
• If we give them application
training,
people will use the system
And When it Comes to the User
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People will
naturally fall in
line
(and do as
they‟re told)
Management’s Expectation?
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Behavior is more
complex
than that
Everyone has different
drivers
The Reality?
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The technology is
*just* the tool – the
desired outcome is „to
do something
differently‟ =
transform (part of) the
business
Truth No.1
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Outcome
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Business Transformation is a process
- not a product
Truth No.2
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(With apologies to any vegetarian and vegan students)
Outcome
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Technology is never the promised silver bullet – not
all business problems are solvable by automation
Truth No.3
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No sophisticated technology
system can be used „off the
shelf‟ – there will always be
a need for customization
Truth No.4
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Inefficient Processes +
New Technology = Failure
Upgrading or automating
a dysfunctional process:
… same problems, just
faster and harder to fix
Truth No.5
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Get your key people involved and…
fix what‟s broken first!
Before You Do Anything Else:
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1. Secure C-level Sponsorship
2. Bring in independent experts
3. Talk with
your people,
not just at
them
Preparing for the Implementation
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Change may be psychologically painful, but
uncertainty about the end-state is
more painful
Fear of loss is a
powerful
motivator
Loss of what?
Understanding Reluctance
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No More
Mr. Big
Shot?
Loss of status
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“I have no idea what I‟m doing anymore”
Loss of Expertise
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No more working from
home?
Loss of Privilege
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No longer part of the winning team?
Loss of Team Cohesion
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I used to know where we were headed …
Loss of Purpose
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Get ready to pound the pavement again?
Loss of Job
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Dysfunctional behavior;
territorialism
Passive resistance; apathy (lack of interest)
Cling to inefficient
work methods
Jealously guard expertise;
no sharing
Politicized environment
How to Recognize Resistance
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Which behaviors link to which fears?
What are the risks?
to the team?
to the project?
to the individual?
What if the fear is justified?
Discussion About Loss
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One-on-one
conversation
Acknowledge,
discuss, Resolve
Focus on CAUSE
of behavior
How to Counter Resistance
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Do NOT like surprises
Most People …
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Get everyone together and communicate
The Answer?
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Already feel overwhelmed with „special projects‟ –
don‟t need another headache
Feel uncomfortable with
„difficult‟ conversations
Most managers …
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Talk about the problem, not the
solution
Focus on positive outcomes and
benefits
Tap into collective memories
Provide forum for sharing
experiences
Involve users in defining new roles
Use peer-mentoring
Learn to Ask Staff for Input:
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Fact: most managers spend 80% of their time with the 20% that are poor performers
Stop it! Face time one-on-one with the boss should be a reward; an earned privilege, and recognition for a job well-done
Make Time for Your Top Performers
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Use mentor as a sounding
board
Ask for help dealing with
internal politics
Find a Mentor!
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Bottom-up solutions
enhance ownership
Managing by results,
not by process gets a
lot more work
finished
Partnering With Stakeholders
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• Humans are actually very adaptive
and, as always, evolve to suit new worlds
The Good News:
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• It‟s all about trust – in the system and in each other
Model desired behavior – do as I do…..not do as I
say - and most will follow
…a new
day..or DAWN
Coming Out the Other End
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