change management joe lahoud pam walker. agenda the basics four models for change management easy...
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Change Management
Joe Lahoud Pam Walker
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Agenda
The Basics
Four Models for Change Management
Easy tips for success during change
Personality Impacts
Leadership “Change Agent” Styles
“Change Target” Personality Styles
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The Basics
“There has been more information produced in the last 30 years
than during the previous 5,000. The information supply available to
us doubles every 5 years.”
- Richard Saul Wurman
Information Anxiety
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The Basics
Successful Change Ingredients
Successful Change
Culture
Tension for Change
Remedy/Wayto Reduce TensionCapable Players
Measurementand Feedback
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The Basics
Change Scenarios
Culture
Tension for Change
Remedy/Way to Reduce
Tension
Measurement and Feedback
The Players:
Sponsors
Sustaining Sponsors
Change Agents
Targets
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Four Models for Change
1. The Rational-Empirical Approach
2. The Normative-Reeducative Approach
3. The Power-Coercive Approach
4. The Environmental-Adaptive Approach
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The Rational-Empirical Approach
Assumptions:
•Behaviors are predictable
•People pay attention to their own self-interest
•Key Skills
•Persuasion
•Expertise
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The Normative-Reeducative Approach
Assumptions:
•People pay attention to their own self-interests
•Humans are social beings and belonging to a group is important
•Based on a set of principles grounded in social psychology
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The Power-Coercive Approach
Assumptions:
•People are compliant
•People will do what they are told
•Key Skills
•Communication
•Sanctions/Incentives
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The Environmental-Adaptive Approach
Assumptions:
•People have the ability to adapt
•People will change when there is good reason to do so
•Key Elements
•Best if used with a mix of all approaches
•Must end the old before beginning the new
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Quick Tips: Change Management
•Educate the players
•Use a team approach that involves the stakeholders
•Make plans but don’t write them in stone
•Recognize that people are involved
•Be prepared for “implementation dip”
•Seek out champions
•Give it time
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Personality Impacts
Change Agent Personality – Leader
Target(s) Personalities - Staff
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Leadership Styles – Daniel Goleman
Change Agent - Leader
1. Visionary Leader
2. Coaching Leader
3. Affiliative Leader
4. Democratic Leader
5. Pace-setting Leader
6. Commanding Leader
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The Visionary Leader
•Shared vision:
- where to go but not how to get there
- motivates staff to struggle forward
- Openly share information, hence giving knowledge and power to others
•Potential failure:
- when trying to motivate more experienced experts or peers
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The Visionary Leader
•This style is best when a new direction is needed
•Overall, it has a very strong impact on the climate
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The Coaching Leader
•Connects wants to organizational goals
- holds long conversations reaching beyond the workplace
- helps people find strengths and weaknesses
ties these to career aspirations and actions
•Delegates challenging assignments
•Demonstrates faith that demands justification
- leads to high levels of loyalty
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The Coaching Leader
•Done badly, this style looks like micromanaging
•It is best used when individuals need to build long-term
capabilities
•It has a highly positive impact on the climate
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The Affiliative Leader
•Creates people connections and thus harmony within the
organization
•It is a very collaborative style which focuses on emotional needs
over work needs
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The Affiliative Leader
•When done badly, it avoids emotionally distressing situations such
as negative feedback
•Done well, it is often used alongside visionary leadership
•It is best used for healing rifts and getting through stressful
situations
•It has a positive impact on climate
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The Democratic Leader
•Acts to value inputs and commitment via participation
listens to both bad and good news
•When done badly, it looks like lots of listening but very little
effective action
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The Democratic Leader
•It is best used to gain buy-in or when simple inputs are needed
•It has a positive impact on climate
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The Pace-setting Leader
•Builds challenging and exciting goals for people
- expects excellence and often exemplifies it themselves
- Identifies poor performers and demands more of them
•If necessary, they will roll up their sleeves and rescue the situation
•Tends to be low on guidance, expecting people to know what to do
•Will get short term results but over the long term this style can lead to exhaustion and decline
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The Pace-setting Leader
•Done badly, it lacks Emotional Intelligence, especially self-
management
- A classic problem happens when the 'star techie' gets promoted
•It is best used for results from a motivated and competent team
•It often has a very negative effect on climate (because it is often
poorly done)
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The Commanding Leader
•Soothes fears and gives clear directions by his or her powerful
stance
•Commands and expects full compliance (agreement is not needed)
•Needs emotional self-control for success and can seem cold and
distant
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The Commanding Leader
•This approach is best in times of crisis when you need
unquestioned rapid action and with problem employees who do not
respond to other methods
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Myers-Briggs Personality Impacts - Targets
When Extraverts are involved in change they are more likely to:Contribute actions that are usefulReact to external demands firstInitiate the change processWant to respond to change quickly
When Introverts are involved in change they are more likely to:Contribute ideas that are usefulReact to internal demands firstReflect before initiating the change processWant to respond to change gradually
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Myers-Briggs Personality Impacts - Targets
When Sensing types are involved in change they are more likely to: See the immediate costs and benefitsDesire information on how change has been managed in the past Want change to be practicalExamine realistic parameters
When Intuitive types are involved in change they are more likely to: See the future costs and benefitsDesire information on how trends can predict future outcomesWant change to be imaginativeExamine theoretical possibilities
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Myers-Briggs Personality Impacts - Targets
When Thinking types are involved in change they are more likely to: Go along if they respect the source of the changeConsider the objective costsSeek change that reflects logical principlesWant change to be consistent
When Feeling types are involved in change they are more likely to: Go along if they like the source of the changeConsider the personal costsSeek change that reflects personal valuesWant change to be consensual
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Myers-Briggs Personality Impacts - Targets
When Judging types are involved in change they are more likely to:Be concerned with threats to stabilityWant to plan their responsePrefer a timetableStay on course
When Perceiving types are involved in change they are more likely to:Be concerned with threats to opportunitiesWant to respond as things emergePrefer the freedom to adaptRevise as necessary
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Questions?
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