United States Fire Administration Chief Officer Training Curriculum Leadership Module 7: Leading Transitions

United States Fire Administration LDR 7-2 Objectives  Apply the basic concepts of overcoming resistance to change  Identify the impacts of and obstacles to organizational change

United States Fire Administration LDR 7-3 Overview  Explore the issues of organizational change and gain an insight into the roles and tasks associated with leading change, in contrast to managing change  Assess the various challenges, barriers, and influences that affect the implementation of organizational change

United States Fire Administration LDR 7-4 Overview (continued)  An opportunity to apply the basic concepts of overcoming resistance to change to a given scenario  An opportunity to experience the dynamics of organizational change  Gain an understanding of William Bridges’ “concepts”  Develop an action plan for leading the change with an emphasis on the transition aspect

United States Fire Administration LDR 7-5 Leaders as Change Agents  Thermostats vs. Thermometers –Both are capable of measuring heat –A thermometer is a passive device –A thermostat is an active device Activating the heat or AC –A positive atmosphere in the organization can encourage people to accomplish great things –Consistent accomplishment generates momentum

United States Fire Administration LDR 7-6 Leaders as Change Agents (continued)  Momentum –Leaders cannot afford to overlook the value of momentum –Momentum is the greatest of all change agents Over 90 percent of the successful changes instituted in organizations are the result of creating momentum before asking people to change.

United States Fire Administration LDR 7-7 Leaders as Change Agents (continued)  To maximize the value of momentum, leaders must –Develop an appreciation for it early –Know the key ingredients of it immediately –Pour resources into it always

United States Fire Administration LDR 7-8 Leaders as Change Agents (continued)  Four sources of change –Change occurring in response to a shift in the community needs –Change resulting from political, economic or social force in the community –Change accompanying growth or a quest for greater efficiency of operations –Change initiated by organization to alter its external environment in a significant way

United States Fire Administration LDR 7-9 Overcoming Resistance to Change  Three universal prescriptions for overcoming resistance to change –Honest and frequent communication throughout the organization –Widespread, genuine participation in the process –Effective training programs

United States Fire Administration LDR 7-10 Overcoming Resistance to Change (continued)  Throughout change and transition, the leaders must be able to –Reconcile conflicting demands –Inspire trust, confidence, and optimism –Ensure that the organization is Financially sound Ethically above reproach Fully accountable to the community it serves

United States Fire Administration LDR 7-11 Overcoming Resistance to Change (continued)  Throughout change and transition, the leaders must be able to –Position the organization for the future through Flexibility Innovative strategies Rapid adaptation to threats and opportunities –Develop leaders in other parts of the organization

United States Fire Administration LDR 7-12 Activity 7.1  Resistance to Change –This activity provides you with an opportunity to apply basic concepts of overcoming resistance to change in a given scenario

United States Fire Administration LDR 7-13 Activity 7.2  Puzzle Madness –This next activity provides an opportunity for you to experience the dynamics of organizational change.

United States Fire Administration LDR 7-14 Activity 7-2: Duties for Positions  Chief – –The chief provides leadership to the group. The union contract prohibits the chief from any actual assembly of the puzzle  Company Officer (CO) – –Limited, by contract, to sorting the pieces only, the CO may not put any pieces together

United States Fire Administration LDR 7-15 Activity 7-2: Duties for Positions (continued)  Engineers – –By contract, the engineers are restricted to the construction of the outside frame of the puzzle by using the pieces given to them by the CO  Firefighter – –Restricted by contract, the firefighters can only construct the center of the puzzle using the pieces given to him or her by the CO. They may not construct the frame (edge) of the puzzle

United States Fire Administration LDR 7-16 Activity 7-2: Duties for Positions (continued)  Observer – –Observers may not participate in any portion of the leading, sorting, or construction of the puzzle. Observers are to record individual and group dynamics, note their observations, and provide feedback at the conclusion of the activity

United States Fire Administration LDR 7-17 Leading Transitions  This section is based on Surviving Jurassic Park: Strategies for Transitions  William Bridges’ (Managing Transitions – Making the Most of Change, 1991) concepts in leading change –Change is situational (external) –Transition is psychological (internal)

United States Fire Administration LDR 7-18 Leading Transitions (continued)  Consider how many new procedures a fire service issues over the course of a year. At the end of the year, how many are actually sustained as originally proposed?

United States Fire Administration LDR 7-19 Activity 7.3  Leading Transitions –This activity allows you to further explore the application of Bridges’ ideas within the fire service industry by applying them to the change issues you brought to class.

United States Fire Administration LDR 7-20 Summary  You should be able to –Describe the three phases of leading change –Prepare an organizational change plan of action by applying Bridges’ concepts and action steps of leading transitions