Leading change

1 ©Copyright by AB. PRASAAD

A PRESENTATIONBy

A B PRASAD

INTERPERSONAL RELATIONS

LEADING CHANGE


“NOTHING ENDURES BUT CHANGE….”

Heraclitus - Greek Philosopher


“ CHANGE IS THE LAW OF LIFE AND THOSE WHO LOOK ONLY TO THE PAST OR PRESENT ARE CERTAIN TO MISS THE FUTURE.”

-John F Kennedy


Globalization, digital media and mobile adoption has revolutionized the way of running business


Fluctuations in the economy, pressure to sustain oneself in a competitive environment, regulations etc. are forcing companies to relook at their processes and business models


In this dynamic business environment change is imperative


Successful adaptation to change is crucial


Pace of change is itself increasing

• Man is said to have been in existence for the past 50,000 years

• If we divide this period into lifetimes of 62 years each, there have been about 800 lifetimes

• Of these,full 650 lifetimes were spent in caves


Pace of change(contd.)

• Only during the last 70 lifetimes has it been possible to communicate from one lifetime to another--through writing

• Only during the last 6 lifetimes did man ever see a printed word

• Only during the last 4 lifetimes has it been possible to measure time with precision


Pace of change (contd.)

• Only in the last 2 lifetimes has anyone anywhere used an electric motor

• And the overwhelming majority of all material goods we use in our daily lives today have been developed within the present,the 800th lifetime


• The human nervous system therefore has difficulty accepting the present day rate of change.

• The challenge for today’s managers is to learn to manage change.

• This implies a need for management by anticipation in contrast to unplanned, unmanaged and chaotic change.

The pace of change


Five characteristics change agent

• Clear Vision• Patient yet persistent• Help people to think (Asks tough questions)• Knowledgeable and leads by example• String relationships built on trust• Approachable and reliable


The secrets of successful change management• Identify the need for change• Accept and agree that there is a benefit in

changing• Engage with key stake holders and those affected

by these changes• Communicate proactively the change and benefits

for the organization and people• Take action to move forward• Initiating change is one thing and sustaining it is

another


Large scale organizational change (LSOC)

• The survival and prosperity of organizations depend on their ability to effectively to efficiently plan and implement LSOC

• Many organizations have attempted to implement pervasive and deep LSOC

• According to Mckinsey only 30% of change initiatives are successful

• Designing and implementing changes based on traditional thinking and leading is failing


General concepts of LSOC

• Complexity• System Wide

- Business perspective

-People perspective• Ongoing• Embracing change not controlling it• Time• Integration and alignment


• Change is a constantly evolving opportunity


Types of Change

• Evolutionary change or Natural change.

• Revolutionary change or Forced change.

• Planned change.


Two perspectives

There are two perspectives to Change management.

• Organizational change management.

• Individual change management.


TYPES OF CHANGE

• Routine, incremental change.

• Large scale organizational change


Organization

Mckinsey’s Seven-S Framework

Environment influences and forces you to change

Staff

Structure

Strategies

Styles

Systems

Skills

TechnicalSystem

SocialSystem

Super Ordinate

Goal

As Open Socio Technical System


Behaviour

Thinking

Feelings

Personality The Individual

Beliefs

Attitudes

Values

Self Concept


Organizational effectivenessRelationship between causal, intervening & out put variables

Causal variables Intervening variables Output variables

-Leadership strategies, skills and styles

-Management decisions

-Organizational Philosophy -Objectives,

-Policies

-Structure

-Technology etc.

-Commitment to objectives

-Motivation and morale of members

Skills in :

-Leadership

-Communication

-Conflict resolution

-Decision making

-Problem solving etc

-Production (out put)

-Costs

-Sales

-Earnings

-Management union relations

-Turn over etc.


THE SEVEN TRAITS OF CHANGE-READINESS

• Resourcefulness• Optimism• Adventurousness• Passion/Drive• Adaptability• Confidence• Tolerance for Ambiguity


RESOURCEFULNESS

• Effective at taking the most of any situation• Good at utilizing resources that are available to develop

plans and contingencies• See more than one way to achieve a goal• Able to look in less obvious places to find help• Have real talent for creating new ways to solve old

problems


OPTIMISM

• Is the glass half empty or half full?• Pessimist observes only problems and obstacles• Optimist recognizes opportunities and possibilities• Optimists tend to be more enthusiastic and

positive about change.• Abiding faith in the future and belief that things

usually work out for the best• Very high optimism scores may lack critical

thinking skills


ADVENTUROUSNESS

• Inclination to take risks and desire to pursue the unknown

• To walk the path less taken• Love challenge• Perform well during organizational shake-ups• Proactive, initiate and create change• Very high scores may indicate a tendency toward

recklessness


PASSION / DRIVE

• Passion is the fuel that maximizes all other traits• With passion nothing appears impossible• It shows level of dynamism, intensity and

determination• Helps in overcoming problems and making the

new procedure work• Very high scores may mean you are bullheaded,

obsessed and heading for burnout


ADAPTABILITY

• It includes flexibility and resilience• Flexible people have goals but not overly invested

in them• Plan A doesn’t work go for plan B• Rebound from adversity quickly with minimum of

trauma• Failure or mistakes do not throw them• High scores may indicate lack of commitment


CONFIDENCE

• Confidence is the belief in ability to handle• “I know I can swim across the channel, learn this

program, write this report”• “I can handle whatever comes down the pike”• Very high scores may indicate a cocky, know-it-all

attitude and lack of receptivity to feedback


TOLERANCE FOR AMBIGUITY• One certainty about change is it spawns

uncertainty• There is always an element of indefiniteness or

ambiguity• Without tolerance for ambiguity, change is not

only uncomfortable; it is downright scary• Very high scores may indicate difficulty in finishing

tasks and making decisions


The LSOC Cycle

Vision of a

Desired future

And change process

Meaningful action toward

vision; building internal

capabilities

Learning from

results of attempt to implement

Change; both buildup and breakdown

Commitment to desired Commitment to desired

Future and Change Future and Change

processprocess

Felt need for change

Stakeholders

Environmental

pressures and requirements

Environmental pressures

and requirements


Implications for leadership: New Roles

Organizational elements

Human needs Leadership principles

Leadership roles

Shared vision

And values

Sense of meaning/purpose

Vision: seeing the whole system

Visionary

Style/people Affiliation/inclusion Heart: caring for people

Server

Power/politics Control Action: having courage and free will

Warrior

Systems, structures and skills

Achievement Reality: focusing on survival

Merchant


Expanded thinkingFrom traditional thinking To expanded thinking

Newtonianism Quantum physics, chaos theory

Mechanistic Organic

Separate parts Connectedness/wholeness

Results Process

Outer resources Inner resources

Science Spirituality

Sameness Diversity/plurality

Control over society Respiritization of society

Observable facts Intuitive wisdom

Profit/productivity Higher purpose/vision

Materialism Relationships


Old and New ways of leadingFrom traditional Leadership To Expanded Leadership

•Need to get the job done

•Reward individual performance

•Preoccupation with power and politics

•Short-term orientation at all costs

•Decision making based on external data such as observable facts

•Treatment

•Fix the current system

•Align structures and systems to maximize profit and efficiency without regard for human needs

•Professional development focusing on external knowledge and skills

•Need for meaning

•Reward team performance

•Preoccupation with purpose, values and ethics

•Long-term orientation without compromising values and principles

•Decision making includes data from internal sources , such as intuition

•Prevention

•Create the future

•Align structures and systems to maximize organizational and human potential

•Personal development focusing on internal wisdom and values


Resistance to Change

• The word change produces emotional reactions.• It is not unusual for people to resist change and to want

to keep things as they are.• The prospect of change is frightening to many people,

whether realistically or not. • Why is ‘change such a frightening word to many people ?


Why do People resist Change?

• RESISTANCE TO CHANGE DEPENDS ON ATTITUDE• PEOPLE WANT CHANGE• WE CAN CHANGE OURSELVES• WE CAN HELP PEOPLE TO CHANGE THEMSELVES• THEY DO NOT RESIST CHANGE PERSE• THEY RESIST THE METHODS OF INTRODUCING CHANGE• THEY RESIST THE PROCESS OF INTRODUCING THE CHANGE• THEY RESIST THE CONSEQUENCES OF CHANGE• CHANGE CREATES A FEELING OF ANXIETY


• WHEN THE PURPOSE IS NOT KNOWN• WHEN THEY ARE NOT CONSULTED• WHEN THE CHANGE IS SUDDEN• WHEN ENOUGH TIME TO ADJUST IS NOT GIVEN• AS THEY HAVE TO UNLEARN• WHEN EXTRA EFFORT IS NEEDED• WHEN COSTS ARE HIGH• WHEN THEY DOUBT THE FEASIBILITY AND

DESIRABILITY OF CHANGE

REASONS FOR RESISTANCE


REASONS FOR RESISTANCE (CONTD…)

• WHEN WORK HABITS GET AFFECTED• DUE TO THE FEAR OF THE UNKNOWN• WHEN THEY LACK THE TRUST IN THE CHANGE AGENT• WHEN THEY LACK TRUST IN OTHERS• DUE TO THE NEED FOR SECURITY AND DESIRE FOR

STATUSQUO• WHEN IT AFFECTS EXISTING SOCIAL GROUPS• WHEN IT IS AGAINST THEIR VALUES

But I am so comfortable ………


RESISTANCE TO CHANGE (CONTD…)

• THEY FEAR THE UNKNOWN AND ARE COMFORTED BY THE FAMILIAR

• WHEN THE POWER STRUCTURE IS CHANGED• WHEN IT CREATES NEW TECHNOLOGICAL CHALLENGES• WHEN IT CONFRONTS APATHY• WHEN THEY PERCEIVE THAT THE CHANGE IS

INTRODUCED FOR THE BENEFIT OF CHANGE INTRODUCER

• WHEN IT CHALLENGES OWN IDEAS


HOW TO INTRODUCE CHANGE?

• BE FOCUSSED ON THE OBJECTIVES OF THE CHANGE• PLANNED CHANGE IS A PROACTIVE APPROACH• ENSURE THAT CHANGE IS DESIRABLE AND IT IS FOR THE

BETTER• CHANGE FOR CHANGE’S SAKE IS BOTH FOOLISH AND

POTENTIALLY EXPENSIVE• CHANGE NEEDS TO BE PORTRAYED IN POSITIVE TERMS• CHANGE SHOULD BE FOR COMMON GOOD


• IDENTIFY STAKE HOLDERS• INVITE SIGNIFICANT OTHERS TO PLAN• PARTICIPATION OF THOSE LIKELY TO BE AFFECTED IS CRUCIAL• PLAN THE PROCESS OF CHANGE• DON’T TALK IN GENERAL TERMS SPECIFY WHAT YOU WANT

TO CHANGE• SENSITIVITY AND UNDERSTANDING SHOULD BE DISPLAYED

WHEN DEALING WITH THOSE WHO MAY FEEL THREATENED BY THE CHANGE

HOW TO INTRODUCE CHANGE? (CONTD….)


HOW TO INTRODUCE CHANGE ? (contd…)

• BEFORE CHANGING, STUDY THE WHOLE SITUATION• ANTICIPATE RESISTANCE TO CHANGE• LISTEN TO THE QUESTIONS TO IDENTIFY PROBLEMS• WEIGH ALL THE METHODS OF INTRODUCING CHANGE• THERE IS NO ONE BEST WAY TO MANAGE CHANGE• BUILD TRUSTING WORK CLIMATE• PROVIDE RESOURCES, DEVELOPMENT AND TRAINING TO

HANDLE THE CHANGE


HOW TO INTRODUCE CHANGE (CONTD….)

• COMMUNICATE RELENTLESSLY• AVOID PERSONAL PREJUDICES• ENSURE THAT THEY ARE SEEN TO BE ACTIVELY

ENCOURAGING COLLABORATION• GIVE ENOUGH TIME TO THE PEOPLE TO ADOPT• SET THE EXAMPLE• BUILD-IN FEED BACK• MANAGE THE TRANSITION• EXTEND SUPPORT• ENSURE THAT THE CHANGE IS MAINTAINED


“The process of becoming a leader is much the same as becoming an integrated human being” -Bennis and Goldsmith


Organizational change starts with personal

change


Create dissatisfaction with status quo and a sense of

urgency to change


It is not what great leaders do that makes them extraordinary but…..who they are as human beings



Leading change

Leadership & Management

prasaad change

chaotic change

change initiatives

initiating change

imperative7 copyright

crucial8 copyright

reliable13 copyright

another14 copyright