Presentation on theme: "Leading Change L.H. Newcomb Professor Emeritus"— Presentation transcript:
1 Leading Change L.H. Newcomb Professor Emeritus College of Food, Agricultural, and Environmental SciencesThe Ohio State University
2 Objectives The learners will: Explain why change is needed in their organizationExplain the difference between structural change and cultural changeExplain Kotter’s eight-step processBegin to develop a strategy to lead changeDevelop the beginning of a strategy to lead a change effort in their current assignment
3 Objectives - continued The learners will:Generate ways to increase a sense of urgencyDesign a preliminary guiding coalitionDiscuss communication strategiesSuggest ideas for short term wins
4 Land Grant Administrators. . . What are tough issues they face?What are impediments inOrganization and structureBusiness practicesOrganizational cultureWhat makes it difficult for them to make significant change?What must they change for the future?
5 Your Position/Area of Influence Identify a significant change that is absolutely needed.Examples might be:ReorganizationChanging the reward systemEliminating functionsDramatic altering of the portfolio of effortsDestroying “silos”Merging with another unit
6 Your Position/Area of Influence Identify something:that is real for your situationthat you care aboutwhere you want to make progresswhere applying what you learn here could help accomplish itDescribe “what is”Describe “what you envision must be”
7 Kotter’s Eight Stage Process for Leading Change Establish a Sense of UrgencyCreate the Guiding CoalitionDevelop a Vision and StrategyCommunicate the Change VisionKotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
8 Kotter’s Eight Stage Process for Leading Change - continued Empower Employees for Broad-Based ActionGenerate Short-Term WinsConsolidate Gains and Produce More ChangeAnchor New Approaches in the CultureKotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 21.
9 Behavior Patterns that Create Paralysis Each unit/individual for itselfHierarchy rulesConsensus at all costsAlways have the right answerWhatever is done must be done by allAll will agree to whatever is decided
10 A New Set of Rules Questions are more compelling than answers. Learning is more a function of critical thinking than being right.Purposeful experimentation is more important than predictive thinking.How could you use this notion to help you lead change where you are now?
11 The absence of a major and visible crisis Sources of Complacency Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 40.The absence of a major and visible crisisToo much happy talk Too many visiblefrom senior management resourcesHuman nature, with its Low overallcapacity for denial performanceespecially if people are standardsalready busy or stressedA kill-the-messenger-of Organizationalbad-news, low-candor, structures that focuslow-confrontation culture employees on narrowfunctional goalsA lack of sufficient Internal measurementperformance feedback systems that focus on thefrom external sources wrong performance indexesCOMPLACENCY
12 Building a Coalition That Can Make Change Happen Find the Right PeopleWith strong position power, broad expertise, and high credibilityWith leadership and management skills, especially the formerKotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. pp
13 Discussion – Create Trust How can you create trust within your organization?
14 Empowerment People won’t help when they feel powerless Move commitment to change AND participation in change out beyond the guiding coalition and the management teamBeyond the umbrella organization
15 Discussion - Empowerment What can you do to empower people to lead, assist, and enable change in your organization?What are you willing to try?What are you will to assault to make progress in this area?
16 The Role of Short-Term Wins Provide evidence that sacrifices are worth it: Wins greatly help justify the short-term costs involved.Reward change agents with a pat on the back: After a lot of hard work, positive feedback builds morale and motivation.Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
17 The Role of Short-Term Wins Help fine-tune vision and strategies: Short-term wins give the guiding coalition concrete data on the viability of their ideas.Be willing to keep building the bridge as you cross it.Undermine cynics and self-serving resisters: Clear improvements in performance make it difficult for people to block needed change.Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
18 The Role of Short-Term Wins Keep bosses on board: Provide those higher in the hierarchy with evidence that the transformation is on track.Building momentum: Turns neutrals into supporters, reluctant supporters into active helpers, etc.Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press. p. 123.
19 Discussion – Short Term Wins What might some “short term wins” be for the change effort you are committed to leading?