1. Change Management Joe Lahoud Pam Walker

2. Agenda The Basics Four Models for Change Management Easy tips for success during change Personality Impacts Leadership “Change Agent” Styles “Change Target” Personality Styles

3. The Basics “There has been more information produced in the last 30 years than during the previous 5,000. The information supply available to us doubles every 5 years.” - Richard Saul Wurman Information Anxiety

4. The Basics Successful Change Ingredients Successful Change Culture Tension for Change Remedy/Way to Reduce Tension Capable Players Measurement and Feedback

5. The Basics  Change Scenarios  Culture  Tension for Change  Remedy/Way to Reduce Tension  Measurement and Feedback The Players:  Sponsors  Sustaining Sponsors  Change Agents  Targets

6. Four Models for Change 1.The Rational-Empirical Approach 2.The Normative-Reeducative Approach 3.The Power-Coercive Approach 4.The Environmental-Adaptive Approach

7. The Rational-Empirical Approach Assumptions: Behaviors are predictable People pay attention to their own self-interest Key Skills Persuasion Expertise

8. The Normative-Reeducative Approach Assumptions: People pay attention to their own self-interests Humans are social beings and belonging to a group is important Based on a set of principles grounded in social psychology

9. The Power-Coercive Approach Assumptions: People are compliant People will do what they are told Key Skills Communication Sanctions/Incentives

10. The Environmental-Adaptive Approach Assumptions: People have the ability to adapt People will change when there is good reason to do so Key Elements Best if used with a mix of all approaches Must end the old before beginning the new

11. Quick Tips: Change Management Educate the players Use a team approach that involves the stakeholders Make plans but don’t write them in stone Recognize that people are involved Be prepared for “implementation dip” Seek out champions Give it time

12. Personality Impacts Change Agent Personality – Leader Target(s) Personalities - Staff

13. Leadership Styles – Daniel Goleman Change Agent - Leader 1.Visionary Leader 2.Coaching Leader 3.Affiliative Leader 4.Democratic Leader 5.Pace-setting Leader 6.Commanding Leader

14. The Visionary Leader Shared vision: -where to go but not how to get there -motivates staff to struggle forward -Openly share information, hence giving knowledge and power to others Potential failure: -when trying to motivate more experienced experts or peers

15. The Visionary Leader This style is best when a new direction is needed Overall, it has a very strong impact on the climate

16. The Coaching Leader Connects wants to organizational goals -holds long conversations reaching beyond the workplace -helps people find strengths and weaknesses  ties these to career aspirations and actions Delegates challenging assignments Demonstrates faith that demands justification -leads to high levels of loyalty

17. The Coaching Leader Done badly, this style looks like micromanaging It is best used when individuals need to build long-term capabilities It has a highly positive impact on the climate

18. The Affiliative Leader Creates people connections and thus harmony within the organization It is a very collaborative style which focuses on emotional needs over work needs

19. The Affiliative Leader When done badly, it avoids emotionally distressing situations such as negative feedback Done well, it is often used alongside visionary leadership It is best used for healing rifts and getting through stressful situations It has a positive impact on climate

20. The Democratic Leader Acts to value inputs and commitment via participation  listens to both bad and good news When done badly, it looks like lots of listening but very little effective action

21. The Democratic Leader It is best used to gain buy-in or when simple inputs are needed It has a positive impact on climate

22. The Pace-setting Leader Builds challenging and exciting goals for people -expects excellence and often exemplifies it themselves -Identifies poor performers and demands more of them If necessary, they will roll up their sleeves and rescue the situation Tends to be low on guidance, expecting people to know what to do Will get short term results but over the long term this style can lead to exhaustion and decline

23. The Pace-setting Leader Done badly, it lacks Emotional Intelligence, especially self- management - A classic problem happens when the 'star techie' gets promoted It is best used for results from a motivated and competent team It often has a very negative effect on climate (because it is often poorly done)

24. The Commanding Leader Soothes fears and gives clear directions by his or her powerful stance Commands and expects full compliance (agreement is not needed) Needs emotional self-control for success and can seem cold and distant

25. The Commanding Leader This approach is best in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods

26. Myers-Briggs Personality Impacts - Targets When Extraverts are involved in change they are more likely to: Contribute actions that are useful React to external demands first Initiate the change process Want to respond to change quickly When Introverts are involved in change they are more likely to: Contribute ideas that are useful React to internal demands first Reflect before initiating the change process Want to respond to change gradually

27. Myers-Briggs Personality Impacts - Targets When Sensing types are involved in change they are more likely to: See the immediate costs and benefits Desire information on how change has been managed in the past Want change to be practical Examine realistic parameters When Intuitive types are involved in change they are more likely to: See the future costs and benefits Desire information on how trends can predict future outcomes Want change to be imaginative Examine theoretical possibilities

28. Myers-Briggs Personality Impacts - Targets When Thinking types are involved in change they are more likely to: Go along if they respect the source of the change Consider the objective costs Seek change that reflects logical principles Want change to be consistent When Feeling types are involved in change they are more likely to: Go along if they like the source of the change Consider the personal costs Seek change that reflects personal values Want change to be consensual

29. Myers-Briggs Personality Impacts - Targets When Judging types are involved in change they are more likely to: Be concerned with threats to stability Want to plan their response Prefer a timetable Stay on course When Perceiving types are involved in change they are more likely to: Be concerned with threats to opportunities Want to respond as things emerge Prefer the freedom to adapt Revise as necessary

30. Questions?

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