leadership: understanding its global impact chapter 11: leading change
TRANSCRIPT
![Page 1: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/1.jpg)
Leadership:Understanding its Global Impact
Chapter 11:Leading change
![Page 2: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/2.jpg)
Learning objectives
• Understand the nature and speed of change in organisations
• Describe the different types of organisational change
• Recognise the importance of understanding personal change
• Implement planned change models
• Develop a change plan
• Apply adaptive leadership to change efforts
• Identify why people resist change
2
![Page 3: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/3.jpg)
Chapter contents• Spotlight: Professor Peter Farrell• Introduction• The nature and speed of change• Types of organisational change• Individual and personal change• The organisational change leader• Models of planned change• Leader in action: Dr Dennis Richards• The adaptive leadership change framework• Resistance to change• Reflection• Summary• Case study: World Vision Australia
3
![Page 4: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/4.jpg)
Spotlight: Professor Peter Farrell
• Presents a picture of the way important elements of the organisational culture must be if innovation and change in the organisation are to thrive
• A very good example of a coherent, practical, corporate values statement
4
![Page 5: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/5.jpg)
• Change, both personal and organisational, is inevitable
• Enthusiasm for change may be due, in part, to the way the path is planned, communicated and directed by leaders
• Chapter discusses four types of organisational change
Introduction
5
![Page 6: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/6.jpg)
• Continued globalisation of markets and supply chains will lead to change intensifying
• Each change in an organisation is unique
• Change programs are subject to very high failure rates
• Leaders must be skilled at leading change
The nature and speed of change
6
![Page 7: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/7.jpg)
• Four types of organisational change - Cao & McHugh 2005– change to organisational processes– change in organisational functions– change in organisational culture– change in power distribution in
organisations
Types of organisational change
7
![Page 8: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/8.jpg)
• People change, organisations don’t
• People change by being led
• Leadership concerns influence and building strong team relationships
• Transitional Cycle Model - Scott & Jaffe 2004 - represents the change process for individuals and for organisations
Individual and personal change
8
![Page 9: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/9.jpg)
The Transition Curve
9
![Page 10: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/10.jpg)
• Individuals typically move through four stages; some move quickly some get stuck
• Scott & Jaffe 2004:– denial– resistance– exploration– commitment
The four stages of change
10
![Page 11: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/11.jpg)
• Three kinds of leaders in organisations, those who:– watch things happen,– make things happen, and those who– ask ‘What happened?’
• Second group:– Provide a planned change effort –
a change plan– Diagnose the organisation and problems
to be addressed – Focus on action – develop strategies specifying
action steps
The organisational change leader
11
![Page 12: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/12.jpg)
• Should:– Adopt a systems perspective– Be a blueprint for success– Enable monitoring and tracking– Acknowledge organisational culture– Provide a framework for implementing
change
Change plans
12
![Page 13: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/13.jpg)
• Lewin’s force-field analysis 1951– Change process divided into three phases:
unfreezing, changing, refreezing
• Kotter’s eight-stage model (1996)– Eight stages: Establish a sense of urgency,
create a guiding coalition, develop a vision and strategy, communicate the vision, empower actions, generate short-term wins, consolidate gains and produce more change, and anchor new approaches in the culture
Models of planned change
13
![Page 14: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/14.jpg)
• Be crystal clear in what change you think should be implemented, and why
• Do not try to impose change on others• Be patient and persistent• Occasionally review your plan for
change• Relentlessly and repetitively
communicate the need for change• Mentor others
Leader in action: Dr Dennis Richards
14
![Page 15: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/15.jpg)
• Lowder 2009 : there is a need to challenge many of the leadership theories that focus on traits, behaviours and situational factors
• Leadership should focus on the needs and demands of stakeholders
The adaptive leadership change framework
15
![Page 16: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/16.jpg)
• Heifetz, Grashow & Linsky 2009
• Adaptive leadership - leadership framework - includes all stakeholders
• Leaders confront two types of problems:– technical– adaptive
Model for sustainable leadership
16
![Page 17: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/17.jpg)
• To implement complex change
• A cyclical process
• Adaptive leaders are willing to:– entertain diverse and divergent views– admit when they are wrong– experiment and take reasonable risks
• What is new is the speed of change
Seven stages of adaptive leadership
17
![Page 18: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/18.jpg)
• Any change in one part of a system will result in associated effects in other parts
• Leaders must look for resistance at the group and organisational levels
• Connor (1995) lists reasons why people may resist change
• Leaders should view resistance to change as a given
Resistance to change
18
![Page 19: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/19.jpg)
• Change is continuous rather than occurring in discrete or specific events
• Individuals affected by change move through a transitional curve consisting of four stages
• Leaders need to be able to develop a change plan
• Models can be used to understand and plan change in organisations: Lewin; Kotter
• Adaptive leadership emerged as a response to constantly changing and complex environment
• Individual resistance to change is one of the primary reasons that change programs fail
Summary
19
![Page 20: Leadership: Understanding its Global Impact Chapter 11: Leading change](https://reader036.vdocuments.site/reader036/viewer/2022062516/56649d755503460f94a560d4/html5/thumbnails/20.jpg)
• Comment on why a change program in a not-for-profit organisation like World Vision would be more complex and difficult than a change program in a similar-sized for-profit organisation.
• The role of the change leader is critical to the success of a change program. Review Kotter’s eight-stage change framework outlined in this chapter. Would this framework be helpful for the World Vision change leaders to gain an understanding of the dynamics of the change program they are undertaking? If so, how?
• Apply the seven stages of adaptive leadership outlined in this chapter to the case. Identify which of the seven stages are applicable to this change effort and say why they are.
Case study: World Vision Australia
20