1. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 15 Leading Change

2. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Recognize the environmental forces creating a need for change in today’s organizations Describe the qualities of a change leader and how leaders can serve as role models for change Implement the eight-stage model of planned change 2

3. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Use appreciative inquiry (AI) to engage people in creating change by focusing on the positive and learning from success Apply techniques of enabling immersion, facilitating brainstorming, promoting lateral thinking, allowing pauses, and nurturing creative intuition to expand one’s own and others’ creativity and facilitate organizational innovation 3

4. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Learning Objectives Provide a positive emotional attractor, supportive relationships, repetition of new behaviors, participation and involvement, and after-action reviews to overcome resistance and help people change 4

5. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 15.1 - Forces Driving the Need for Change Leadership 5

6. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Resistance to Change Is natural even if it is for betterment Leaders should be prepared and find ways to enable people to see the value in changes 6

7. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 15.2 - The Eight-Stage Model of Planned Organizational Change 7

8. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Appreciative Inquiry Technique for leading change that engages individuals, teams, or the entire organization by reinforcing positive messages and focusing on learning from success – Appropriately framing a topic is important to the success of AI 8

9. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 15.3 - Four Stages of Appreciative Inquiry 9

10. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Applying Appreciative Inquiry Every Day Developing followersStrengthening teamworkSolving a particular work issueResolving conflicts 10

11. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leading Creative People Brainstorming : Technique that uses a face-to-face group to spontaneously suggest a broad range of ideas to solve a problem – Electronic brainstorming or brainwriting: Bringing people together in an interactive group over a computer network 11

12. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leading Creative People Keys to effective brainstorming – No criticism – Unrestricted idea presentation – Quantity desired Lateral thinking : Set of systematic techniques for breaking away from customary mental concepts and generating new ones 12

13. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leading Creative People Immersion : To go deeply into a single area or topic to spark personal creativity – Can be done by: Focusing on the internal aspects of a situation or problem Immersing them in new experiences that give them a different perspective on a familiar topic 13

14. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 15.5 - Lateral Thinking Checklist 14

15. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leading Creative People Allow pauses – Activates different parts of the brain – Creativity occurs during a mental pause – Exercise helps a mind to work freely – Leaders should allow people to have quiet spaces when needed 15

16. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Leading Creative People Creativity involves two stages – Data gathering – Flash of insight Creative intuition has a broader reach than any analytical process focused solely on the problem at hand 16

17. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Exhibit 15.6 - Endings Precede Beginnings for Successful Change 17

18. ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Keys That Help People Change 18 Provide a positive emotional attractorEnsure people have a support systemUse repetitionInvolve people earlyApply after-action reviews