1. Change Management Prof. Steve Phelan Lecture 13

2. Today Receiving change  The recipients of change (1990)  Case: Donna Dubinsky and Apple Computer LMZ Chs 31-33  Choosing the depth of intervention (1970)  Rules of thumb for change agents (1975)  Self-efficacy through coaching (2001)

3. The recipients of change Despite how bosses would like it to be “change” is not merely doing A on Monday and B on Tuesday  There is a transition phase – shock, anger, confusion  Some people move faster through the transition than others, some get stuck - resistance  “it is difficult to get cooperation, negotiation, and compromise from people who are effectively ordered to change, never listened to or supported, and then faulted if they fail to change as expected”

4. Strategies Individual  Accepting feelings as natural Anger, depression, shock, confusion  Managing stress Diet, exercise, regular breaks, limiting external stressors, seeking support  Exercising responsibility Identifying gains as well as losses, participating in the change, learning new skills, diversifying emotional investing Organization  Rethinking resistance As legitimate and positive step toward change As information on problems with change agenda As energy to work with  Giving first aid Listening, accepting, providing support and safety  Creating capability for change Participation, encourage risk taking, suspending judgment

5. Continuous change Do employees need less hand holding in this era of continual change? Are young workers being taught to accept continuous change? Does going through a lot of change “inoculate” against change emotions?  I am something of an expert in moving house Some things get easier Some things get harder

6. Donna Dubinsky & Apple Case Analyze why Donna responded the way she did to the JIT proposal (intellectually and emotionally)  What stages of change has she moved through? Did she do the right thing in confronting Sculley and giving Campbell an ultimatum?  What should she have done differently?  What could Apple senior managers have done differently to diffuse this situation?  What should Donna do now?

7. Choosing the depth of intervention Depth  The depth of individual emotional involvement in the change process  The less economic and bureaucratic incentives work the deeper the required intervention Rules  Intervene at a level no deeper than that required to produce enduring solutions to the problems at hand  Intervene at a level no deeper than that at which the energy and resources of the client can be committed to problem solving and to change

8. Rules of thumb Stay alive Start where the system is Never work uphill  Don’t build hills, work in the most promising arena, build resources, don’t over organize, don’t argue if you can’t win, play God a little Light many fires Load experiments for success Innovation requires a good idea, initiative, and a few friends Keep an optimistic bias Capture the moment (timing is everything)

9. Self-efficacy through coaching Individuals with high self-efficacy are more likely to succeed at tasks  Those who think they can, do Training  Self thought Challenge destructive patterns, build constructive patterns, improve internal self talk, leverage mental imagery  Guided Mastery Creating opportunities for people to be successful and reinforcing success as due to their efforts  Modeling – observing the success of others  Psychological states – reducing stress & anxiety