Transcript Document
Winning with Change LESSON 1 A crow was sitting on a tree, doing nothing all day. A small rabbit saw the crow, and asked him, "Can I also sit like you and do nothing all day long?” The crow answered: "Sure, why not.” So, the rabbit sat on the ground below the crow, and rested. All of a sudden, a fox appeared, Jumped on the rabbit... and ate it. Moral of the story is…. To be sitting and doing nothing you must be sitting very, very high up. Producing change 80 percent leadership - establishing direction, aligning, motivating, and inspiring people – 20 percent management planning, budgeting, organizing, and problem solving Unfortunately, in most of the change efforts, these percentages are reversed The Change Road Map “The road ahead is full of landmines.” The nature of change unfolds in a series of dynamic but manageable phases that require preparation. The Change Monster by Jeanie Daniel Duck, Crown Business, 2001 (Illustration by Gene Mackles) Lessons to be Learned •Fraternity can’t die – IOOF •The American Carmakers – Edward Demming •Sony Walkman (1979) – Every 3 weeks for 19 years •Microsoft – 10 new products daily Eight Steps to Change “Progress is impossible without change, and those who cannot change their minds cannot change anything” - George Bernard Shaw 1. Establish a Sense of Urgency Examine external realities Identify and discuss crises, potential crises, or major opportunities dissatisfaction with the status quo 2. Realize the Future Potential Create a picture of the future desired to help direct the change effort Identify the Gap between Now and Then Don’t sugar coat Now Develop strategies for achieving that future Keep it manageable and realistic Alice: “Would you tell me, please, which way I ought to walk from here?” Cheshire Cat: “That depends a good deal on where you want to get to.” Alice: “I don’t much care where.” “Then it doesn’t matter which way you walk,” said the cat. “…so long as I get somewhere,” Alice added as an explanation. “Oh, you’re sure to do that,” said the cat, “if you only walk long enough.” 3. Form a Powerful Guiding Coalition Assemble a group with enough influence to lead the change effort Encourage the group to work as a team Rewards or incentives exist for participants 4. Communicate the Potential Future and the Gap Use everything possible to communicate the new future and strategies Teach new behaviors by examples of leaders Most leaders under communicate their future gap Leading by example - People watch their leaders very closely Inconsistent behavior by a leader fuel cynicism and frustration Resist the past or present sucesses 5. Empower Others to Act on the Gap Get rid of obstacles to change Change systems or structures that seriously undermine the future state Encourage risk taking and nontraditional ideas, activities, and actions Leadership takes the blame for all failures, others get the credit Develop action plans for all stakeholder groups that are not sufficiently committed. 6. Plan for and Create Short-Term Wins Plan for visible performance improvements Create those improvements Recognize and reward members involved in the improvements Build consistency with newer members Manage both timelines – old and new 7. Consolidate Improvements and Produce Still More Change Use increased credibility to change systems, structures, and policies that don't fit the future Promote and develop members who can implement the future Reinvigorate the process with new projects, themes, and change agents 8. Institutionalize New Approaches Articulate the connections between the new behaviors and organizational success Develop the means to ensure leadership development and succession Some Simple Realities Confronting opposition and opponents is a painful necessary If obstructive ringleaders will not reform, they will have to leave People generally cannot get motivated by a discussion of the past or even the present The Truth About Coping With Change “Every project has three phases: It will never succeed; It will cost to much; and I thought it was a good idea all along” - Anon Resistance to Change: Organizations Organizations are conservative – actively resist change through structural and group inertia and threats to member expertise, power relationships and established resource allocations (this includes real and perceived reward mechanisms) Resistance to Change: Organizations Organizations have built-in mechanisms to produce stability – they systematically select certain people in and certain people out. People are chosen for and then shaped and directed to behave in certain ways When the organization is confronted with change this structural inertia acts as a counter balance to sustain stability Resistance to Change: Organizations Even if individuals want to change their behaviour, group norms act as a constraint Any redistribution of decision-making as the result of change threatens the long-established power relationships Groups in the organization that control sizeable resources often see change as a threat, those that benefit from current allocation of resources feel threatened by changes that may effect future allocations Resistance To Change Can be overt, implicit, immediate, or deferred Easier to deal with when overt and immediate Positive since it provides a degree of stability and predictability to behaviour Without resistance organizational behaviour will lead to chaotic randomness You Can Teach Old Dog New Tricks “Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him.” Dwight D. Eisenhower Resistance to Change : Individuals Sources of resistance: Habit - Programmed responses to cope with complexities of life Security – Those with a need for security resist as it threatens their sense of insecurity. Fear that they cannot perform new tasks or routines Fear of the unknown –You trade known for the unknown and the fear that goes with it Challenge: Status Quo Guardians “We have always done it this way.” -Misunderstand or don’t know history “We have never done it this way.” -Likely not doing anything Listen to the “old timers” Don’t be intimidated; it’s your decision Don’t be manipulated to name someone to a committee just because he always did the task before. 101% Principle “I’ll believe it when I see it,” vs. “I’ll see it when I believe it.” Tradition – Habit - Bullflop Dealing with “That Guy” • Characteristics •Is a problem carrier •Is a program finder •Is a problem creator •Is a problem receiver • Handling •Respond with a positive comment •Show your concern with someone being criticized •Encourage steps for a resolution •Ask him to think before speaking •Keep him away from others • Are You that Guy? •Do you experience conflict almost daily? •Do people rub you the wrong way? •Do bad things happen to me? •Do I always seem to say the wrong thing? Participation Having members participate in decisions that affect them is no panacea A potent force for combating resistance to change Must have adequate time to participate Must have the ability to participate Participation can reduce resistance, obtain commitment and increase the quality of the change decision Additional Resources Drucker, Peter. Managing the Non-Profit Organization. Harper Paperbacks, 2006. Drucker, Peter. Managing in a Time of Great Change. Harvard Business Press, 2008. “Managing Change and Getting People on Your Side.” The Center for Leadership Excellence, Baltimore, 1998. Senge, Peter. The Fifth Discipline: The Art and Practice of the Learning Organization. Broadway Business, 2006. Questions? “Greatness is not in where we stand, but in what direction we are moving. We must sail, sometimes with the wind and sometimes against it – but sail we must, and not drift, nor lie at anchor” – Oliver Wendell Holmes Thank You! John Dorner [email protected]