1. Change Leadership

2. Myths associated with change Managers welcome change; only workers resist

3. Change is about people. People will surprise you.

4. Myths associated with change Managers welcome change; only workers resist Problems largely center around job security

5. Every beginning has a consequence Every beginning ends something. Paul Valery

6. Myths associated with change Managers welcome change; only workers resist Problems largely center around job security Good managers should be able to plan change right down to the last detail

7. It takes nine months to have a baby no matter how many people you put on the job. American saying

8. Myths associated with change Managers welcome change; only workers resist Problems largely center around job security Good managers should be able to plan change right down to the last detail Effective change progresses in a linear, one-way sequence from conception to implementation A really good idea is the best guarantee of success

9. “… and it was a good plan. It would have worked too if it hadn’t been for all the damn people.” Manager discussing why the organization’s recent initiative to change a task process was not successful

10. Change is about people. People will surprise you.

11. Aspects of change TechnicalSocial

12. Approximately 65% of failed change efforts are because of social or “people” issues.

13. CHANGE BEHAVIOR = f (Motivation * Ability)

14. Force field analysis of change STATUSQUOSTATUSQUO CHANGECHANGE Driving forces Restraining forces

15. Core Leader Change Behaviors Communicate Educate Participate Support

16. Communicate… Downward:  the nature of the change (what will change, what will not)  how the change will take place  how it will affect people and their jobs  the reasons for the change Ch 7: ~ make it meaningful

17. There is information in opposition. Listen carefully.

18. Force field analysis of change STATUSQUOSTATUSQUO CHANGECHANGE Driving forces Restraining forces

19. Upward :  concerns, objections, impact  obstacles  ideas (e.g., improvements) Communicate…

20. Educate…  the nature of the change  provide adequate training so employees can implement the change

21. Participate…  in the decision to make the change  regarding what type of change should take place  how the change will be implemented Ch 7: ~ encourage initiative in others

22. Support…  employee socio-emotional needs (initial & ongoing)  employee technical needs (initial & ongoing)

23. Leader must balance the paradoxes of routines It is normal for employees (and managers) to want to stick to routines, what they know and are comfortable with But routines can be the enemy of change… Leaders who are effective change agents maintain certain elements of the routine (the familiar) when implementing change

24. When communication, education, participation and support are present, and leaders balance the paradox of routines, during change events, employees: are less fearful and resistant to change demonstrate a greater understanding and acceptance of the need for change feel a sense of ownership regarding the change effort

25. Leadership styles Directive Task focused Control Heavy use of rules and regulations Close supervision Collaborative Relationship focused Support Participation Less close supervision

26. Directive style change cycle Group behavior Individual behavior Attitudes Knowledge

27. Collaborative style change cycle Group behavior Individual behavior Attitudes Knowledge

28. What are the advantages and disadvantages of using each of these two styles of change leadership?

29. When to use which leadership style in change effort Employee High acceptance Low acceptance Task Strong effect Weak effect Timeline Immediate implementation Gradual implementation Teamwork Not required for implementation Required for implementation Organizational Structure No support for technical aspects Support for technical aspects Implications for employee Few Minor Many Major DirectiveCollaborative