1. Leading and Managing Change

2. Week Leading Change
Leadership and Change
Wheatley described leadership in systemic thinking using a musical metaphor:
“As leaders, we play a crucial role in selecting the melody, setting the tempo, establishing the key, and inviting the players. But that is all we can do. The music comes from something we cannot direct, from a unified whole created among the players—a relational holism that transcends separateness. In the end, when it works, we sit back, amazed and grateful.”
—Wheatley, 1992
Facilitator Training - August 2004

3. Change
Change can be feared and at the same time exhilarating. Many leaders find that fundamental change results in the most interesting, involving, and meaningful work of their careers. With change, we are challenged, fully engaged, and intensely connected to the essential work of the organization.
—Duck, 2001

4. Who Moved My Cheese?

5. Proactive Attitude Toward Change
Changes can be
Caused by external factors/people
Caused by internal factors/people (can be initiated by the leader or others in the organization)
Changes can also be
Reactive – reacting to problems
Proactive – preparing before problems
The organizational leader should take a proactive attitude toward change.

6. Change
Change brings us face-to-face with the unknown, and that invokes our worst imagined fears: We’ll be fired, humiliated, criticized. So we dig in our heels.
—Kriegel & Brandt, 1996

7. The Gatekeepers of Change
People are the gatekeepers of change
People’s resistance to change is the most perplexing, distressing, and confusing part of change
—Kriegel & Brandt, 1996

8. Kiss of Yes
Most dissenters won’t stand up and shout at you that they hate what you are doing to them and to their comfortable old ways. Instead, they will nod and smile and agree with everything you say—and then behave as they always have. We call this vicious compliance, or the kiss of yes.
—Fisher, 1995

9. The Transformational Change Cycle*
—Quinn, 1996

10. “Ready, Willing, and Able” – A Change Model
—Watkins & Marsick, 1993

11. Essential Elements for Successful Change
Strategy – Know where you are going
Execution – Good basic management and leadership
Awareness – Heightened sensitivity to emotional and behavioral issues—the hearts and minds as well as the machines and systems
—Duck, 2001

12. The Human Reaction to Change
—Conner, 1992

13. Reactions to Change
Shock  Denial  Anger  Depression  Acceptance  Understanding  Assimilation

14. Change-Readiness Traits
Resourcefulness
Optimism
Adventurousness
Drive
Adaptability
Confidence
Tolerance & Ambiguity

15. Goals for the Leader as a Change Agent
Know about the process of change
Know who in the system has the resources relevant to various change efforts
Maintain a high level of awareness of new practices
Work to achieve a system with a diversity of views and approaches
Always hold a total system view of change and its effects

16. The Eight Steps for Successful Large-Scale Change
Increase urgency
Build the guiding team
Get the vision right
Communicate for buy-in
Empower action
Create short-term wins
Don’t let up
Make changes stick
—Kotter, 2002

17. Step 1: Increase Urgency
For change to happen, about a quarter of your employees must be convinced that change is necessary—now
You need to transform complacency into a sense of urgency for change to happen
—Kotter, 2002

18. Step 2: Build the Guiding Team
Major transformations are often attributed to one significant person in the organization (the change agent)
However, no person can single-handedly develop, communicate, and eliminate all the obstacles for initiating change
Change requires a team of leaders, not just a single individual
—Kotter, 2002

19. Step 3: Get the Right Vision
Vision is essential for any change process to occur
It clarifies direction
It helps motivate people to take action that’s not necessarily in their short-term interests
Without a shared sense of vision, people will be constantly battling over what to do
—Kotter, 2002

20. Step 4: Communicate for Buy-In
Effective communication is the key to mobilizing your work force behind a new vision.
Principles for communicating the vision:
Keep it simple
Use metaphors and analogies
Repeat, repeat, and repeat the message
Lead by example
Listen and be listened to
Use many different forums to spread the word
—Kotter, 2002

21. Step 5: Empower Action
Empower a broad base of people to take action by removing as many obstacles as possible
Create an organizational structure that supports change
Obtain the support of supervisors and managers
—Kotter, 2002

22. Step 6: Create Short-Term Wins
Change takes time
Most employees will want to see some proof that their efforts are leading somewhere
Short-term wins offer this proof
Short-term wins also undermine cynics and resisters
Short-term wins give change leaders concrete data to test and refine their vision
—Kotter, 2002

23. Step 7: Don’t Let Up
Urgency drops off when short-term performance rises
It’s easy to declare victory too soon and become complacent
Provide time, resources, and access
Show courage and perseverance
Attack silos and difficult politics or you won’t create lasting change
—Kotter, 2002

24. Step 8: Make Change Stick
In a change effort, culture comes last, not first
Use new employee orientation to reinforce change
Use the promotion process to strengthen norms in influential positions
Use the power of emotions to make the change stick
Eventually, the culture must support the change
—Kotter, 2002

25. Achieving a Change in Behavior within Each of the Eight Steps

26. See, Feel, Change See Feel Change
Identify a problem, or a solution to a problem, in one stage of a change process, and then help people visualize this in a way that enables a helpful change in behavior. Show people in a way that is as concrete as possible—touchable, feelable, seeable—especially the latter. Show the problem or solution in an emotionally engaging, dramatic, vivid, and compelling way. Use live presentations, video, stories, physical environment, visible results, new demands placed on people, and old demands taken away. Give the show an afterburner via physical symbols that people see each day, stories that are told and retold, or ongoing role modeling.
Feel
The dramatic, vivid visualizations catch people’s attention, reducing emotions that undermine a sensible change—feelings of anger, complacency, false pride, pessimism, confusion, panic, cynicism. “Seeing” increases emotions that facilitate a needed change regarding some valid idea—feelings of passion, faith, trust, pride, urgency, hope (and fear, if quickly converted into any of the others).
Change
Different feelings—a change of heart—transform behavior. The new behavior helps groups and organizations effectively move through the either steps and leap into a prosperous future.

27. The Tipping Point

28. The Law of the Few
Connectors
Mavens
Salespeople

29. The Stickiness Factor
What Makes
a Message
Memorable

30. The Power of Context The Rule of 150 suggests that the size of the
group is another one of those subtle
contextual factors that can make a big
difference. Groups under the size of 150
are more effective as they can exploit the
bonds of money and peer pressure.

31. Channel Capacity
The Magical Number 7

32. Writing and Reflection