Leading Change and Innovation Chapter 4 Leading Change and Innovation Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Understand the different reasons for resisting change Learning Objective 1 Understand the different reasons for resisting change Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Reasons for Resisting Change No clear justification for change Feasibility of proposed change Unsuccessful earlier change efforts Lacking self-confidence Tangible cost/benefit Individual loss Inconsistency with individual values Lack of trust Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Learning Objective 2 Understand the psychological processes involved in making major changes Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Lewin’s Change Model Unfreeze Change Refreeze Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Change Reaction Stages Denial Anger Mourning Adaption Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Influence of Prior Change Experience General Self-Confidence “Inoculation” hypothesis Less resilience hypothesis Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Understand how to develop an appealing vision for the organization Learning Objective 3 Understand how to develop an appealing vision for the organization Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Developing a Vision Qualities of an effective vision Simple and idealistic Appeals to values Emphasizes future objective Challenging Realistic Addresses what is important Focused but not confining Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Elements of a Vision Mission Statement Value Statement Slogans Strategic Objectives Project Objectives Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Guidelines for Vision Development Key stakeholders Shared values and ideals Strategic objectives with wide appeal Relevant elements in the old ideology Link vision to core competencies Continually assess and refine the vision Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Understand how to implement a major change in an organization Learning Objective 4 Understand how to implement a major change in an organization Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Implementing Change Determine what to change Systems Dynamics Responsibility Pace and Sequencing Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Guidelines for Implementing Change Create urgency Communicate vision Identify supporters and opponents Build coalition Use change agents Make symbolic changes Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Guidelines for Implementing Change (Cont.) Prepare people for change Deal with stress Provide early successes Monitor progress Communicate progress Demonstrate optimism Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Understand the characteristics of a learning organization Learning Objective 5 Understand the characteristics of a learning organization Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Collective Learning and Innovation Internal creation External acquisition Knowledge Diffusion Learning Organizations Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Learning Objective 6 Understand how leaders can increase learning and innovation in organizations Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

Guidelines for Increasing Learning and Innovation Appreciation Learning at various levels Mental models Leverage learning Knowledge sharing Innovation goals Reward entrepreneurial behavior Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations