1. Change Leadership
There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Nicolo Machiavelli - The Prince.

2. Agenda Welcome Explore the Challenge of Change
Reflect, Question, Debate, Learn,
Have Fun
Barry Wright’s home page

3. My Background
                   

4. F.O.R.M. Groups of Two Introduction
Task: Interview a “new” colleague and introduce them to the rest of the group
FORM
Family
Occupation
Recreation
Message (how are we similar)

5. Approach Problem based learning Sofna College has a problem
Task: What do we need to know about leading change to solve this challenge? What skills do you need to have to be a successful change agent? What pitfalls do you need to watch out for as you implement a change initiative?
Come up with a “list of learning” points

6. Why Should Anyone Care About Change?
Change is emerging as a key organizational topic—if not the key organizational success topic.
There is clearly a need for improvements how to undertake successful change. The track record of change efforts is not good.
The ability to enact change successfully sets leaders apart from managers / followers.

7. Change – How prevalent? A recent study n=309 HRM executives
100% were going through – merger, acquisition, divestiture, global competition, restructuring
Life Skill for you

8. The Case for Change This is why Organizations change Why we Change…
RIM “Can I keep my BB?” President O - $200.00
2012 “I want an iPhone!” The World – $7.36
2013 “Mmmmm – BB10” – $14.80
Friday “What else do you have?” – $ 12.75
This is why Organizations change
Why we Change…
That s/he not busy being born – is busy dying
It’s alright, Ma (I’m only bleeding) Bob Dylan

9. Reflection: Change Wisdom
“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” Charles Darwin

10. Quick Question? Who are you now?
Session Goal – 3 C.A.L.L.

11. Exploring the need for change
What is organizational change?
Organizational change occurs when an organization restructures resources to create value and improve effectiveness.

12. Forces of change
Task: What forces are causing our organization to change?
Economic
Political/Legal
Technology
Social/Demographic
Other?

13. Question: What distinguishes good change from bad?
(or effective change from ineffective)
Open question – One group

14. Change Views / Theories
Linda Ackerman
Developmental change – improvement of what is presently happening (fine-tuning / incremental)
Transitional change – old state – transitional state – new state (evolution)
Transformational change – emergence of a new state, unknown until it takes shape (revolution / radical)

15. Incremental vs. Radical Change
Continuous
progression
Paradigm-breaking
burst
Affect
organizational
part
Transform entire
organization
Through normal
structure and
management
processes
Create new structure
and management
Technology
improvements
Breakthrough
technology
Product
improvement
New products,
new markets

16. Robbins Planned First-order Second-order Intentional and goal oriented
Linear and continuous
Second-order
Multidimensional, multilevel, discontinuous, radical

17. Sofna College Jan Walker (solid background) New Head of Sofna College
Starts work tomorrow
Has done her homework (and now you get to do yours)
She has a challenge

18. Task: Read case individually Two teams join together (perspective)
Case method approach
Identify salient problems
Identify constraints and key organizational values
Draw from theories, principles, models to guide your journey
Determine “best” solution(s) – with supporting reasons
Provide an action plan!

19. So Jan Walker … What are you going to do? (Change Plan)
Tomorrow (to start the journey)
First 90 days (actions)
6 months (What will be your plan / vision)
What are your milestones / small wins? (for the two years)
Group presentation: 5 minutes to sell your approach

20. Reflection Break
“We must become the change we want to see” (Mahatma Gandhi)
“When you are through changing, you are through” (Percy Barnevik, former CEO, ABB)
“You can’t stop the waves but you can learn to surf” (various attributions)

21. Change Leadership Journey:
“Insights to Stand Upon”

22. Lewin’s Three-Step Change Model
Unfreezing
Movement
Refreezing
Unfreezing: getting ready for change
GOAL - minimizing resistance
Moving: Making the change
GOAL - changing people (individuals and groups);
tasks; structure; technology
Refreezing: Stabilizing the change
GOAL - reinforcing outcomes, evaluating results,
making constructive modifications
Material pertinent to this illustration is found on pages
Unfreezing: getting ready for change
minimizing resistance
Moving: Making the change
changing people (individuals and groups); tasks; structure; technology
Refreezing: Stabilizing the change
reinforcing outcomes, evaluating results, making constructive modifications

23. Unfreezing the Status Quo
Desired
State
Driving
Forces
Restraining
Time
Material pertinent to this illustration is found on pages

24. Lewin’s Force Field Steps
Describe Current Situation
Describe Desired Situation
Identify where current situation will go if no action taken
List forces driving change to desired / restraining forces
Discuss all the forces – can they be changed? Which are the critical ones?
Determine if you can negate the restraining / enhance the driving
Recognize that changing one might impact the others (both positively and negatively)

25. Apply Task: Start a force field analysis of your SOFNA change.
Let’s chat.

26. Unfreezing Arouse dissatisfaction with the current state
tell them about deficiencies in organization
Activate and strengthen top management support
need to break down power centres
Use participation in decision making
get people involved
Build in rewards
tie rewards to change/use recognition, status symbols, praise to get people to go along

27. Moving Establish goals
e.g. achieve retention targets at end of next year
Institute smaller, acceptable changes that reinforce and support change
e.g. procedures and rules, job descriptions, reporting relationships
Develop management structures for change
e.g. plans, strategies, mechanisms that ensure change occurs
Maintain open, two-way communication
This material is found on page

28. Refreezing Build success experiences Reward desired behaviour
Set targets for change, and have everyone work toward targets
Reward desired behaviour
GOOD - reward behaviour that reinforces changes
BAD - reward old system (e.g., people relying on old systems while change is going on)
Develop structures to institutionalize the change
Organizational retreats, appropriate computer technology, performance appraisals that examine change efforts
Make change work
This material is found on page

29. Punctuated - Equilibrium Model

30. Kotter’s 8 Steps for Leading Change
1) Establish a Sense of Urgency
2) Form a powerful guiding Coalition to Mobilize Commitment
3) Create a Shared Vision
4) Communicate the Vision
5) Empower Other to Act
6) Plan and create Short-Term Wins
7) Consolidate Gains and Produce more Change
8) Institutionalize or Anchor new ways of doing things in company Culture

31. Task: Educate Each Other
Divide up the 8 Steps
Review the Article on your topic
Share with your colleagues the lessons learned (3-5 minutes)

32. Back to the Case Start your journey What needs to be focused upon?
Start your journey (Lewin; Kotter’s 8 steps)
Sense of Urgency
Powerful coalition
Vision
Short term wins (Milestones)

33. Commercial courtesy of Kouzes & Posner
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Managers do things right Leaders do the right things

34. K & P Define Leadership
“The art of mobilizing others to want to struggle for shared aspirations.”
What do these words mean to you?

35. Leadership Lesson 1:Model the Way
“I would never ask anyone else to do anything that I was unwilling to do first.”
Gayle Hamilton – Director, Pacific Gas and Electric Company
Leaders set the example, people first follow the person then they follow the plan.
Credibility is key

36. The Credibility Factor: What do followers want?
Honest - consistency
Forward Looking - vision
Inspiring - cheerleader, excited, passion
Competent - record of achievement
Credible - trustworthy

37. Credibility Insight First Law of Leadership
“If we don’t believe in the messenger, we won’t believe the message

38. How do you know when you see a credible leader?
They practice what they preach
They walk the talk
They put their money where their mouth is
They follow through on their promises
Their actions are consistent with their words
LLL - They do what they say they will do

39. Leadership Development
Opportunity for working as a team.
Practice the new “handclap”
Do it all at the same time
What was this about!?

40. Reflection Time
You are driving and as you turn the corner you drive into fog – what do you do?

41. Message: Inspire a Shared Vision
You first need to develop a clear vision of and then for your future

42. HINTS: Strategic Visioning
Henry Mintzberg debunks popular approaches to strategic planning as overly analytic
Mintzber hints: in order to be effective, he claims, strategy should involve intuitive glimpses of possibility
The anticipatory principle--the development of imaginative capacity to form possible images of future states--suggests that perhaps the most potent vehicle for transforming human systems is our ongoing projection of a future image (vision)

43. Clear Vision – on a clear day you can see forever
Visions are about possibilities, desired futures.
Discovery Points
Janusian Thinking (Past/Future)
Discover the Theme – what are you passionate about?
Imagine the Ideal – what is the best that could happen?
Elevator pitch – quick sell

44. Enlist Others Develop a shared sense of destiny
Listen deeply to others - what excites them?
Find the common ground
Discover and appeal to a common purpose
A chance to be tested, to do something well, do something positive, a chance to change the way things are
Give life to vision by communicating expressively
Use powerful language – use the three peat, speak from the heart, image-analogy-feel,

45. Dr. King Let’s read (out loud) the “I have a Dream” speech
Then deconstruct it

46. Language of leadership
Jay Conger
How things are framed makes a difference
Focus on intrinsically appealing goals and values
Accent the positive
Highlight the significance of the project
Who are the key antagonists
Highlight why it will succeed
Use analogies, stories, metaphors to make your point
Allow your own emotions to surface when you speak

47. Step 3 - Challenge the Process
Picasso
Manet
Pollock
VVG

48. To Challenge the Process Experiment and Take Risks
Question Status Quo: Encourage possibility thinking
Set up little experiments
Make it safe for others to experiment
Accept that failure will happen – learn from it
Eliminate firehosing
Work with ideas that sound strange

49. Lesson 4: Enable Others to Act
Small Wins

50. Knight - Show something (but visible to others)
is happening
(Ravenswood School
District)
One hop at a time
Seek Small Wins
AA Wt Watchers
- Incremental Change
(but visible to others)

51. 5 - Encourage the Heart Recognize Contributions Cheer Key Values
Coach for Performance

52. Reflective Process
Think about a time where your contributions were recognized.
How did it make you feel?
Share those experiences with your colleagues.
Were there some commonalties?

53. Cheering About Key Values
Aircraft Carrier
“the lost wrench”
What did the Captain do?
What does this story reinforce?

54. Coaching for Performance
Performance Management System
One – on – one (with your stars)
Listen and watch actively
Set goals collectively
Provide specific feedback (PEP)
Gain a commitment for needed change

55. Back to the Case: Who Are you Now? C.A.L.L.
Model the Way
Inspire a Shared Vision
Challenge Process
Enable Others to Act
Encourage the heart
CIEME Lead

56. Commercial Break
Think about what disturbs you, how you are being changed by the times in which we live, and how you can best cope with the times in which we live

57. Exploring personal readiness for Change
Tolerance for Change Test
Please read the following statements. Circle the letter that best describes how you would feel in response to each statement.
A I would enjoy this very much, it’s completely acceptable
B This would be enjoyable and acceptable most of the time
C I would have no reaction to this feature one way or another
D This feature would be somewhat unpleasant for me
E This feature would be very unpleasant for me

58. Examples I would like to live in a foreign country for a while.
It is more fun to tackle a complicated problem than to solve a simple one.
What we are used to is always preferable to what is unfamiliar (R).
Many of our most important decisions are based on insufficient information.
Teachers or supervisors who hand out vague assignments give one a chance to show initiative and originality.

59. What do these exercises tell us about ourselves?
Magic wand exercise
List any three things you’d like to change instantly about your job, your workplace or yourself.
What’s stopping your from making those changes?
What do these exercises tell us about ourselves?

60. Individual Reactions to Change
Stages:
Shock – perceive it as a threat
Defensive – cling to old ways
Loss of Confidence
Disrupted Habits
Fear of
the unknown
Loss of
Face
Loss of Control /
Security
Individual
resistance

61. Individual Reactions
3. Acknowledgement – sense of grief and sadness but start to be open to making things work
4. Adaptation and Change – ready to establish new routines and help others.

62. Cynics: Reichers et. al.

63. Communication: Barrett

64. Sources of Resistance to Change
Problem is if we treat
all resistence as a level 1
Level One
Level Two
Lack of
Information
Personal
Reasons
Honest
Disagreement
Emotional
Issues
cognitive
emotional

65. Power of Emotional Appeals
Emotional Arguments – danger, loss, unpleasantness, risk
Metaphors – machine, family, turn out the lights
Emotional Modes – pictures, slogans, music, colour
Humour – appropriate / un
Display emotions – smiles, speech tone, expressive

66. Change Agent Task
Your group maybe asked to present their emotional appeal
In a group, prepare an emotional argument to persuade Canadians to change our flag to …

67. Back to the Case
Insights? CALL?

69. What is Motivation? Motivation
The processes that account for an individual’s level (intensity), direction, and persistence of effort toward attaining a goal
Level/Intensity: how hard a person tries
Direction: where effort is channeled
Persistence: how long effort is maintained
This material is found on page

70. Influencing Individual Behavior and Motivation
One of the paradoxes that leaders face is what motivates one person might not motivate another.
This occurs because of the “Law of Individual Differences”

71. Motivators Needs Intrinsic Extrinsic
Individuals have needs that, when unsatisfied, will result in motivation
Intrinsic
A person’s internal desire to do something, due to such things as interest, challenge, and personal satisfaction.
Extrinsic
Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards.
This material is found on page

72. SMART Goals Specific (self set) Measurable Attainable
Referred to regularly (reward)
Time dependent

73. Back to the Case
Insights? CALL?

74. Commercial Break Yea not busy being born, is busy dying.
Robert Zimmerman
(aka Bob Dylan)

75. Reflection Questions How are you shaping the path?
What critical forces that are causing you to change?
How will you dissatisfy people from the current state?
What driving forces do you need to Enhance? Restrain?
What’s the feeling?
What is your sense of urgency?
Who is in your Powerful Coalition?
What is your vision – few words?
What’s your key value(s)?
How are you communicating
with your people?
What hot spots are you focusing on? What’s your first small win?

76. So Jan Walker … What are you going to do? First Day First 90 days
Vision
Milestones

77. Now the edgy stuff Chaos Theory Bumping into things Tipping Points
Grendel’s Mother
Darkest at Dawn
We live in a political world

78. From Strategic Planning to Strategic Learning
Most strategy books emphasize prescriptive steps in the planning process
The revolution in strategy that we see emerging is one that values inclusive dialogue over rational planning, active experimentation over analysis
Brown and Eisenhardt (1998) and others have demonstrated that while ongoing incremental improvements are essential, they may not be enough
High-performing organizations operate at the edge of chaos, improvising and learning as they go

79. Try this with me Pick Two people in our group (don’t tell anyone)
When I say GO – try to move so you are standing an equal distance between them GO
What is this all about?

80. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Bill Bratton – Police Leader
Cognitive Hurdle
Get people to agree on current problem (face-to-face with problems)
Bratton began requiring that all transit police officials-beginning with himself-ride the subway to work, to meetings, and at night

81. Tipping Point Resource Hurdle
Focus on “hot spots” and bargain with partner organizations (concentrate resources)
de-emphasizing or virtually eliminating some traditional features of transit police work while increasing emphasis on others or creating new ones - introducing mobile processing centers known as "bust buses."

82. Tipping Point Leadership Kim and Mauborgne HBR, 2003
Motivational Hurdle
Put the stage lights on and frame the challenge to match organizations values
Bratton had selected precinct commanders called before a panel of the senior staff (the selected officer was given only two days' notice, in order to keep all the commanders on their toes). The commander in the spotlight was questioned by both the panel and other commanders about the precinct's performance (KEY: based on fair processes and known goals: "block by block, precinct by precinct, and borough by borough.

83. Tipping Point Political Hurdle
Identify and silence internal opponents and isolate external ones
Bratton's alliance with the mayor's office and the New York Times isolated the courts which had opposed his zero-tolerance policing out of fear that it would clog court schedules. And, large cars.

84. Grendel’s Mother (Beowulf)
Hero – Beowulf
Grendel – monster who eats men
Beowulf mortally wounds Grendel
Happy days
Grendel’s Mother
Visit her lair
New tools

85. Change’s path The learning curve Successful Change Change Doubt Point
Failed Change
Escalating Commitment or
Darkest before the Dawn?

86. Change Agent as Politician
Cutler, Maritz
Agenda Setting - create an agenda for change - “plant seeds” - provide vision
Map Political Terrain - determine channels of informal communication; identify principle agents; analyze internal/external mobilization; anticipate others strategies
Network and Build Coalitions - ID relevant relationships; assess who might resist; Cultivate relationships; Develop other approaches too
Bargaining and Negotiating - positional versus principled bargaining;

87. What Effects Are Changes Having?
There are many effects of change:
One effect is that change begets more change.
A second effect is that so much change has prompted an increasing amount of cynicism about change.
A third effect is growing stress on individuals and their families.

88. Change and Stress
Stress major factor in our lives. Ipsos-Reid of 1500 Canadians (2001) found that 62% reported experiencing a great deal of stress on the job. Workplace stress was bad enough to cause 34% of those surveyed to say that it had made them physically ill.
Discuss causes of stress in your world (right now).

89. Managing Stress ... You Current Level of Functioning Force Field Lewin
Driving Restraining
Forces Forces
(Stressors) (Resiliency)
(Reactions)
Force Field
Lewin
You

90. Managing Stress…. Stressors Reactions Resiliency Enactive Proactive
Reactive
Eliminate stressors
*Permanent
*Long time
Develop resiliency
*Long term
*Moderate
time
Learn coping skills
*Short term
*Immediate

91. Stress Management Technique
Learn a relaxation technique
“Progressive Muscle Relaxation”

92. Stress Model
Hans Selye
Stress
Du-stress (-)
Eu-stress (+)

93. Final Exam … Why is change so hard to enact?
Who would you rather spend an hour in conversation with – Lewin or Kotter? Why?
Explain the old Russian proverb – the mind can carry on a conversation with the body that ends in death.
What are your 3 CALL?

94. Leading Change Barry Wright, PhD bwright@brocku.ca
(905) ext 5034
BarryatBrock